HUMAN BEHAVIOR IN ORGANIZATION

PRELIM OUTPUT

SUBMITTED BY:
Laramie Sevilleno Naga
SUBMITTED TO:
Miss Sheila Rose Manlapao
BSAB 2-A
LESSON 1: INTRODUCTION TO THE ORGANIZATIONAL BEHAVIOR

LEARNING ACTIVITIES:

DIRECTION: Read this essay and answer the questions below it.

THE IMPORTANCE OF ORGANIZATIONAL BEHAVIOUR

By Glenda Lange (Source: [Link]

Have you ever got up in the morning and thought, "I really don't want to go to work today"? I think we
all have at some point in our lives. You may also have had times when you have thought or said, "I hate
my job, I hate where I work." These feelings have nothing to do with you, your job or your workplace.
The problem lies in the fact that your supervisor or manager has no idea how to manage organizational
behavior! So what is organizational behavior? Put simply, it is the way in which people react to other
people and situations in a workplace. A good manager will observe employees so that they are placed in
suitable positions within the organization. If an employee is happy in their position and the situations
they have to deal with, they will be more productive. This is not only good for the business but it also
gives the employee job satisfaction. For example, if you had an employee who was a young, shy, softly
spoken girl, you would not put her in the role of debt collection. Instead, you might place her in a low
stress customer service position that would suit her nature as well as help her to build self-confidence in
dealing with customers. From this, we can see that organizational behavior is not just about keeping
employees happy. It is about putting people in a position that suits their personality and experience as
well as helping employees to grow in a way that they become more of an asset to the business.

Aside from recognizing the importance of placing employees in positions that will make them happy and
productive, you also need to recognize people's reactions to other people. You may have an employee
who is quite happy to have you stand behind them, looking over their shoulder while they show you
something. Others, however, may feel intimidated or uncomfortable by this, in which case it would be
better for you to sit beside them rather than stand over them. If you can't recognize when a person is
feeling uncomfortable in a situation, you will find that they will

become distracted and thus less productive. So how do you recognize if someone is uncomfortable in
certain situations? Body language! If you are standing too close or if they are uncomfortable with you
standing behind them, you will notice that they will move away from you slightly. If you continue to
make them uncomfortable they will most likely pick something up and fiddle with it. You may also find
that they will lose their train of thought making it difficult to say whatever it was they were meant to say
to you. These are just some of the basics of organizational behavior, but as you can see, they can have a
huge impact on a person's happiness and productivity in the workplace. Good managers will learn about
organizational behavior to ensure that they can get the most out of their employees and keep them
happy at the same time.

QUESTIONS:

1. Why it is so important to have employees who are behaving well in a company?

- It is important to have an employee who are behaving well because polite people or employee can
create a pleasant work and to avoid misunderstanding which can create a hostile workplace most
important is to elevate the status of the company.

2. How is OB being used in the workplace?

- OB is used in the workplace just to improve productivity and performance to increase and motivate
and facilitate better cross team collaboration. It also build a better interaction and relationship
between the employees and a boss at all level and help organization to those who works and reach
the desired goals.

3. What are the critical issue and challenges faced by managers today which are compelling them to
use OB concept?

- For me the critical issue and challenges faced by managers today compelling them to use OB concept
is communicating effectively with [Link] a manager, there can often be an element of distance
from the rest of the team. This creates one of the biggest challenges for managers bridging the
distance with effective and timely communication skills

ASSESSMENT:

Difficult Transitions

(Adapted from: Organizational Behavior 6th ed. 2009 by Griffin & Moorhead)
Tony Stark had just finished his first week at Reece Enterprises and decided to drive upstate to a small
lakefront lodge for some fishing and relaxation. Tony had worked for the previous ten years for the
O'Grady Company, but O'Grady had been through some hard times of late and had recently shut down
several of its operating groups, including Tony's, to cut costs. Fortunately, Tony's experience and
recommendations had made finding another position fairly easy. As he drove the interstate, he reflected
on the past ten years and the apparent situation at Reece.

At O'Grady, things had been great. Tony had been part of the team from day one. The job had met his
personal goals and expectations perfectly, and Tony believed he had grown greatly as a person. His work
was appreciated and recognized; he had received three promotions and many more pay increases.

Tony had also liked the company itself. The firm was decentralized, allowing its managers considerable
autonomy and freedom. The corporate Culture was easygoing. Communication was open. It seemed
that everyone knew what was going on at all times, and if you didn't know about something, it was easy
to find out.

The people had been another plus. Tony and three other managers went to lunch often and played golf
every Saturday. They got along well both personally and professionally and truly worked together as a
team. Their boss had been very supportive, giving them the help they needed but also staying out of the
way and letting them work.

When word about the shutdown came down, Tony was devastated. He was sure that nothing could
replace O'Grady. After the final closing was announced, he spent only a few weeks looking around
before he found a comparable position at Reece Enterprises.

As Tony drove, he reflected that "comparable" probably was the wrong word. Indeed, Reece and
O'Grady were about as different as you could get. Top managers at Reece apparently didn't worry too
much about who did a good job and who didn't. They seemed to promote and reward people based on
how long they had been there and how well they played the never-ending political games.

Maybe this stemmed from the organization itself, Tony pondered. Reece was a bigger organization than
O'Grady and was structured much more bureaucratically.
It seemed that no one was allowed to make any sort of decision without getting three signatures from
higher up. Those signatures, though, were hard to get. All the top managers usually were too busy to
see anyone, and interoffice memos apparently had very low priority.

Tony also had had some problems fitting in. His peers treated him with polite indifference. He sensed
that a couple of them resented that he, an outsider, had been brought right in at their level after they
had had to work themselves up the ladder. On Tuesday he had asked two colleagues about playing golf.
They had politely declined, saying that they did not play often. But later in the week, he had overheard
them making arrangements to play that very Saturday.

It was at that point that Tony had decided to go fishing. As he steered his car off the interstate to get
gas, he wondered if perhaps he had made a mistake in accepting the Reece offer without finding out
more about what he was getting into.

Case Questions:

1. What are the several concepts and characteristics from the field of organizational behavior that are
illustrated in this case?

- At the first company where Tony worked exist next consepts of the organizational behavior.
O’Grady is modern organization and theorganizational structure is horizontal, because the firm is
decentralized,allowing its managers considerable autonomy and freedom. Organization has more
informal atmosphere, there the work culture is give opportunityto have open communication and
recognition of the work. At O'Grady the individual behavior in organization is organizational
citizenship, because personal goals of employees' and expectations of organization is matched and the
employees get along well both personally and professionally and truly work as a team, so they feel
themselves like members this company.

2. What advice can you give Tony? How would this advice be supported or tempered by behavioral
concepts and processes?

- I would advise Tony to accustom at a new job and build a good relationship with the new colleagues.
And of course it is hard in the new place the new people , but he needs to be ready to accept the
changes and to change something in himself to be fit for new workplace.
3. Is it possible to find an "ideal" place to work? Explain.

-No. A workplace cannot be ideal for all possible workers. Different workers will have different
preferences for things like organizational culture. Some will, for example, prefer to work alone while
others prefer to work in teams.

LONG-QUIZ 1

Name:

Date:

Year/Section:

Grade/Score:

I. True or False

Direction: On the space provided before each number put a V if the statement is TRUE

and X if the statement is FALSE.

V 1. The nature of managing in the organization has been redesigned by a number of forces brought by
change.
 V 2. The combination of computer technology and human talent is a powerful way to continuous
advancement and becoming competitive.

V 3. Service and information becomes valuable intangibles and growing in hasty speed.

V 4. Strong teamwork makes people engaged and committed to the goals of the organization.

V 5. A person can use the knowledge in motivation theory and its application to delegate authority and
inspire people.

V 6. Success in human resource can be attained through improved relations with suppliers and
customers in the supply chain.

V 7. Understanding individual and personal behavior are contributed by sociology

X 8. The fields of communication, marketing and information systems do not have any beneficial inputs
to OB.

V 9. The field of OB recognizes that there is only a single solution that is best for all situations.

V 10. The study of OB concerns the individual and organization.

II. Identification: Put your answer on the space provided after each number

1. It is the interconnection among nations in transportation, distribution, communication and economic

networks. GLOBALIZATION

2. It is the capability to get things completed in the manner one wants them to be done. Power of
human resources

3. It is the rate at which change occurs in technology, demographics, globalization and new products
and services. Rapidity of change

4. It is the process that transforms raw materials or intellectual capital into products and
[Link]

5. It is a/an collection of individuals forming a synchronized system of specialized activities for the
rationale of realizing certain goals over some extended period of time. ORGANIZATION

6. It deals with what people think, feel and do in the organization. ORGANIZATION BEHAVIOR

7. It consists of services like transportation, communication, wholesale and retail, finance, insurance,
real estate and government. SERVICE ECONOMY
 8. It is the unwritten set expectations of the employment relationship which details what each party
looks forward to give and receive. PSYCHOLOGICAL CONTRACT

9. It is the huge assortment of differences produced by cultural trends. Multiculturalism (cultural

diversity)

10. It requires that individuals in the organization must work together harmoniously. TEAMWORK

III. Enumeration

5 concepts that revolve around the individual in organizational behavior

[Link] of an individual

2. A total person

3. Attribution

4. Ethics and dignity

5. Organizations as social systems

5 importance of OB

1. Effective confronting

2. It is a science

3. It enhances conviction
4. It improves perceptual skills

5. It helps motivate people

LESSON 2: WORKPLACE DIVERSITY

QUESTIONS FOR DISCUSSION (please explain in your own understanding)

1. What is workplace diversity?

- A workplace diversity is used for workplace or in organization that composed of employees and a
boss that is varying of characteristic. It is an organization that the individual of the company must
understand about the differences to make them unique.

2 What are the benefits of managing effectively workplace diversity?

- The benefits that we get on managing effectively in the workplace diversity are the variety of
perspective, increased creativity and productivity, reduced the fear,and improved performance, and it
boost your brands reputation it also takes a good global impact. This workplace diversity lend itself to
many high level of goals such as increased innovation and better results.

4. What are the diversity roadblocks that need to be addressed to avoid the entire diversity and
inclusion agenda being hindered?

- The diversity roadblocks that needs to be addressed are the Prejudice and Discrimination,
Stereotyping, differences in social identity, power differential, poor structural integration and
communication problems. Prejudice is the irrational, inflexible opinion based on limited and
sufficientinformation and unfair negative attitudes individuals hold about other people whobelong to
social or cultural groups different from their [Link] is a behavior that results to unequal
treatment of individuals based ongroup membership. Treatment may vary because of race, age,
gender, social class,sexual orientation, or any number of other dimensions of [Link] is
a generalized set of beliefs about the characteristics of a group ofindividuals. The differences in social
identity means it is a person's knowledge which fits in a certain group. The power differential is not
always equally distributed among individuals or groups , the poor structural Organization which is
only for women and minorities that give us several roadblocks for creating diverse workplace while
the communication problems it is influence of the appropriate norm that may lead to communication
problems among different cultures.

5. How can a diverse workplace be created and effectively managed

-To manage a diverse workplace, organizations need to ensure that they effectively communicate with
employees. Policies, procedures, safety rules and other important information should be designed to
overcome language and cultural barriers by translating materials and using pictures and symbols
whenever applicable.

DIRECTION: Read this article and make a short reaction essay on how to deal with workplace diversity.
Dealing with Being Different (Adapted from Organizational Book retrieved from
[Link]

At any time in your career, you may find yourself in a situation in which you are different from those
around you. Maybe you are the only male in an organization where most of your colleagues and
managers are females. Maybe you are older than all your colleagues. How do you deal with the
challenges of being different?

1. Invest in building effective relationships. Early in a relationship, people are more attracted to those
who are demographically similar to them. This means that your colleagues or manager may never get to
find out how smart, fun, or hardworking you are if you have limited interactions with them. Create
opportunities to talk to them. Be sure to point out areas of commonality.

- It is also the people who motivate us to reach our goals. As an employee or even a boss In an
organization, we must care deeply about people and caring is part of our work. It is our caring for others
that motivates us or them to work as hard as we do. It is often the health and happiness of our
coworkers that we hold fixed in our minds as we push ourselves to overcome obstacles and take on
challenges that can feel overwhelming. It doesn't make sense to form relationships just to get people to
do work for you. That won't work because people will feel used. Community builders approach
relationships with integrity. We form relationships because we genuinely like someone, because we
have something to offer that person, or because we share some common goal
2. Choose your mentor carefully. Mentors may help you make sense of the organization's culture, give
you career-related advice, and help you feel like you belong. That said, how powerful and
knowledgeable your mentor is also matters. You may be more attracted to someone at your same level
and who is similar to you, but you may have more to learn from someone who is more experienced,
knowledgeable, and powerful than you are.

- To choose your mentor carefully we must find a mentor that is someone whose life or work you value
and admire, and whom you think might be a good guide. These days, a mentor can be any age, in any
field, so let us encourage the mentor not to think of a mentor in traditional terms. Too often we limit
our mentors to those in more senior positions.

3. Investigate company resources. Many companies offer networking opportunities and interest groups
for women, ethnic minorities, and employees with disabilities among others. Check out what resources
are available through your company.

-Employee resource groups’ or ‘affinity networks’, are initiated to inform, support and advance
employees with similar social identities. In many organisations, diversity networks are part of a larger
diversity management agenda and an increasingly popular practice to promote equality, diversity and
inclusion in the workplace.

4. Know your rights. You should know that harassment based on protected characteristics such as
gender, race, age, or disabilities, as well as discrimination based on these traits are illegal in the United
States. If you face harassment or discrimination, you may want to notify your manager or your
company's HR department.

- The reasonable person standard includes consideration of the perspective of persons of the same race,
color, religion, gender, national origin, age, or disability as the harassment victim. For example, if a
female employee complains of harassment, make sure in applying this test that you take the perspective
of a woman, not a man. If, in the perspective of another woman, you would find this conduct harassing,
it probably is.

ASSESSMENT

True or False Direction: On the space provided before each number put a T if the statement is TRUE
and F if the statement is FALSE.
T 1. Workplace diversity is a characteristic of a group of people outside the organization

F 2. The primary dimensions of diversity are those human differences that are inborn.

T 3. Age diversity means that the workforce will consist of employees coming from different
generations.

T 4. Lesbian, bisexual, gay, and transgender (LBGT) employees in the workplace face a number of
challenges and barriers to employment.

T 5. An organization's success and competitiveness depends upon its ability to embrace diversity and
realize the benefits.

T 6. With diverse workforce higher quality decisions could be produced.

F 7. Organizations where employees are satisfied frequently have higher turnover.

T 8. Companies that promote diversity in the workplace encourage all of their employees to perform to
their highest ability.

T 9. People who engaged in stereotyping believed that all or most members of the group have certain
trait characteristics or traits.

T 10. Stereotypes have detrimental effects on interpersonal relations because of unpractical and false
assumptions about members of other groups.

II. Identification. Put your answer on the space provided after each number

1. It is a statistical indicator often used to compare the earnings of other races and ethnicity. RACE

2. It means keeping minorities and women from rising to the upper steps of the corporate ladder,
despite of their qualifications or achievements. TIE-BREAKER

3. These are individual differences that are acquired, discarded and/or modified throughout the life of a
person. SECONDARY DIMENSION OF DIVERSITY

4. It can help create high-performing organizations, where all individuals feel engaged and their
contributions toward meeting organizational goals are respected and valued. INCLUSION

5. It is the irrational, inflexible opinion based on limited and insufficient information and unfair negative
attitudes individuals hold about other people who belong to social or cultural groups different from their
own. PREJUDICE

6. It is a behavior that results to unequal treatment of individuals based on group membership.

DISCRIMINATION
7. It is a generalized set of beliefs about the characteristics of a group of individuals. STEREOTYPING

8. It is a person's knowledge that he fits in to a certain social groups, where fitting in to those groups has
emotional importance. SOCIAL IDENTITY

9. It is status and power that is given by cultural norms and based on group membership. POWER
DIFFERENTIAL

10. These consists of policies designed to recruit, promote, train, and retain employees belonging to a
protected class. DEMOGRAPHIC DIVERSITY

III. Enumeration

5 primary dimensions of diversity

1. Age

2. Race

3. Ethnicity

4. Gender

5. Physical qualities

5 roadblock to workplace diversity

1. Prejudice and Discrimination

2. Stereotyping

3. Power Differentials

4. Poor structural Organization

5. Communication problems
CASE STUDY

I Have Ketchup in My Veins

(Adapted from:OB: A Strategic Approach 2 ed. 2009 by Hitt, Miller and Colella)

Patricia Harris uses the above phrase to describe the commitment and fit with the McDonald's
Corporation. Ms. Harris, currently a Vice President of McDonald's Corporation, USA and the Global Chief
Diversity Officer, began her career with the company over 30 years ago. She started at McDonald's in
1976 in a secretarial position and soon began rising through the ranks, while attending college part-time
and raising a family. Many of Ms. Harris' positions have been human resource management and she is
often attributed in making McDonald's a current leader and early forerunner in promoting employee
diversity, leading the company to win the coveted Equal Employment Opportunity Commission's
"Freedom to Compete Award" in 2006. Several attributes of Patricia Harris have led her phenomenal
career. First of all she is high on conscientiousness. Ms. Harris' colleagues describe her as "driven" and
she has often "stepped out of her comfort zone" to take on new job challenges. She is also goal driven to
develop diversity processes and programs to build McDonald's business all over the world. While being
extremely performance-focused, Ms. Harris also displays agreeableness by serving as a mentor to many
other McDonald's associates and crediting her own mentors and team members when asked about her
success. Her high need for achievement came when, early in her career, she told her boss and her
mentor: "I want your job!" Ms. Harris also has a strong internal locus of control because she focuses on
making her environment and the company's a better place to work. Finally, she demonstrates a great
deal of intelligence in dealing with her job. In addition to a temperament that makes her very well suited
for her career, she also possesses the knowledge and intelligence that have helped make McDonald's a
leader in diversity. Rich Floersch, executive Vice President in charge of Human Relations states: "She's
very well-informed, a true student of diversity. She is good at analyzing US diversity principles and
applying them in an international market. She's also a good listener who understands the business and
culture very well." Patricia Harris would probably be a success anywhere she worked, yet her true
passion for McDonald's and its diversity initiatives seems to set her apart from most other executives. In
1985, when Ms. Harris was first asked to become an affirmative action manager, she was apprehensive
about taking the job because affirmative action was not a popular issue at the time. She overcame her
apprehension and started on her path to dealing with diversity issues. She states that "this job truly
became my passion. It's who I am, both personally and professionally." By working on diversity issues,
Ms. Harris was able to realize not only her professional goals, but her personal goals on helping women
and minorities. Ray Kroc, the founder of McDonald's, stated that "None of us is as good as all of us,"
focusing on the importance of inclusion and ownership by all employees. This value permeates
McDonald's corporate vision and also coincides with the personal vision of Patricia Harris. Thus, not only
is she extremely competent at her job, she is also passionate about her job and her organization. Patricia
Harris exemplifies what happens when an individual traits, abilities and passion line up with the vision of
the organization.

Case Questions:

1. What good qualities of Ms. Patricia Harris made her an effective executive of McDonald's?

- The good qualities of Miss Patricia are responsible, a good listener and very affirmative in her actions
.

2. What is the passion of Ms. Harris? What qualities do you think made her a successful affirmative
action manager?

- Ms Harris fashion is her job despite her enthusiasm for her work, Harris maintains that she does
have a life outside the office. Miss Harris have the qualities of being hardworking, affirmative a
multitasker that made her a very successful manager.

3. If you are Ms. Harris what particular affirmative action would you suggest to management to
resolve diversity issues in McDonald's Corporation?

- The affirmative action that I will suggest to the management is, the company might post job seekers
to reach under represented candidates . Aims to high historical wrongs by favoring defined group of
individuals.
LESSON 3: Personality, ability, attitudes and values

LEARNING ACTIVITIES:

ACTIVITY 3

DIRECTION: Read the situation and answer the questions based on the scenario.

Sandra Buckley has worked in your department for several years. Until recently, she has been a "model"
employee. She was always on time, or early, for work, and stayed late whenever necessary to get her
work done. She was upbeat, cheerful, and worked very hard. She frequently said that the company was
the best place she had ever worked, and that you were the perfect boss. About six months ago,
however, you began to see charges in Sandra's behavior. She began to occasionally come in late, and
you cannot remember the last time she agreed to work past 5:00. She also complains a lot. Other
workers have started to avoid her, because she is so negative all the time, You also suspect that she may
be looking for a new job. (Adapted from OB: Managing

People and Organizations 2010 by Griffin and Moorhead)

Scenario Questions:

1. Assume that you have done some background work to find out what has happened. Write a brief
case with more information that explains why Sandra's behavior has changed (i.e.. your case might
include the fact that you recently promoted someone else when Sandra might have expected to get
the job). Make the case as descriptive as possible.

- Maybe Sandra's Behavior was changed due to the fact that she was upset because she is expecting
that she will be promoted in that job. That is why Sandra encounter challenges and problems that can
cause her so much pain.

2. Relate elements of your case to the various behavioral concepts discussed in this Lesson 3

-
3. Decide whether or not you might be able to resolve things with Sandra in order to overcome
whatever issues have arisen.

- Yes I will be able to resolve things or problems with Sandra because I know we can find solutions for
this challenges or even Sandra's behavior was also changes.

4. Which behavioral process or concept discussed in this chapter is easiest to change?

Which is the most difficult to change?

- For me behavioural process or concepts that is easy to change is our personality and the most
difficult to change is our attitude.

LONG-QUIZ 3

Name: Laramie Sevilleno Naga Year/Section: BSAB 2-A

Date: March 25,2021 Grade Score

I. True or False

Direction: On the space provided before each number pula YES if the statement is TRUE and NO if the statement
is FALSE.

NO 1. An individual's personality differentiates him from other people.

NO 2. Heredity is the only factor that influences personality

YES 3. The genetic makeup has been inherited from the mother and father of the individual.

YES 4. People who focus on few goals are organized, systematic, punctual, achievement oriented, and dependable.

YES 5. Agreeableness causes a person to be nice, tolerant, sensitive, trusting, kind, and warm

YES 6. Proactive people are eager to learn and engage in many developmental activities to improve their skills.

YES 7. People that are more Machiavellian are emotional, not willing to lie to succeed, give importance to loyalty
and friendship and are not happy in manipulating others.

NO 8. Without strong reasons to change attitudes, the attitudes of people will remain the same.

NO 9. Terminal values are the overall goals that people hope to achieve in their lifetime

YES 10. Attitudes are shaped by experiences.

II. Identification

1. It consists of the person's socialization, life experiences and other forms of interaction in the environment.
VALUES

2. It consists of the experiences a person has with parents, siblings and other family members is a significant force in
nurture. Myers-Briggs Type Indicator

3. It means the genetic or hereditary origins of a person. PERSONALITY

4. It refers to the number of goals on which a person focuses. . CONSCIENTIOUSNESS

5. It is the person's ability to get along with others. AGREEABLENESS

6. This is the handling of relationships and interactions with others. EMOTIONAL INTELLIGENCE

7. This is performing job-related tasks requiring manual labor or physical skill. PHYSICAL ABILITY

8. It is the degree of gratification or fulfilment of an employee in his work . JOB SATISFACTION

9. It mirrors the identification and attachment of an individual to the organization. ORGANIZATIONAL

COMMITMENT
10. It is the use of television, radio and Internet advertisements to persuade people to change attitudes.
PERSUASIVE COMMUNICATION

III. Enumeration

5 Instrumental values

1. Cheerfulness

2. Ambition

3. Love

4. Clearliness

5. Self-Control

5 Terminal values

1. A sense of accomplishment a lasting contribution

2. Inner harmony- freedom from inner conflict

3. A comfortable life-a prosperous life

4. Mature love- sexual and spiritual intimacy

5. A world of beauty- beauty of nature and the arts.

LESSON 4: SELF-CONCEPT, PERCEPTIONS AND ATTRIBUTIONS

LEARNING ACTIVITIES:

Questions for Discussion: Explain the following in your own words

1. What are the three conceptual dimensions of self-concept which influences a person's adaptability
and well-being?

- The three conceptual dimensions of self concept which can influence a person's ability and we'll
bring are self image, self esteem and self ideal. These are active that can be influence by social
situations and even our own motivation to seek self knowledge.
2 What is self-enhancement and self-verification?

- Self enhancement is just a kind of motivation that makes people can feel comfortable and good
about ourselves and to have a high self esteem that we can use to obtain our traits or weaknesses.
While self verification is a kind of psychological just to those who want to see ourselves as likeable as
what other want us to see if people are dislikeable. We are adjusting our self esteem to support our
consistency with our partners or friends.

3. How is self-evaluation defined by three concepts which are self-esteem, self-efficacy and locus of
control?

- Self evaluation define as self monitoring as one self worth that is boosted our strength against stress
and weaknesses to improve our self esteem,self efficiency and locus of control.

4. What are the advantages and disadvantages of self-monitoring?

- Self monitoring is defines as our personality traits that may refers to our ability to regulate behavior.
It has advantages and disadvantage, the advantage of self monitoring can provide immediate
feedbacks especially on student like me to the teacher or parents. It helps students to avoid
competition in school because of the individual nature of the strategy. The disadvantages of self
monitoring can lead to unresponsive on the demand of any situation that can affect on people's
communication.

5. What are the internal and external factors in perceptual selection?

- The internal factors in perceptual selection include motivation, personality and experiences, while in
the external factors includes the size, intensity, contrast, motion, repetition, novelty and familiarity.

6. What are common perceptual errors?

- One of a common perceptual error in organisations is stereotyping between men and women which
have always caused human beings to error in different aspects of our lives.

7. What are the two significant models of attribution?

- The two significant models of attribution are the dispositional or internal cause and situational or
extenal cause. Dispositional attribution assigns the cause of behavior to some internal characteristic
of a person, rather than to outside forces. While the situational attribution cause of behavior to some
situation or event outside a person's control rather than to some internal characteristic.

WORKSHEET ACTIVITY 4

Name: LARAMIE SEVILLENO NAGA Year/Section: BSAB 2-A

Date: MARCH 26, 2021

Grade/Score

DIRECTION: Read the scenario and do as instructed.

The Loss of Quality

(Adapted from OB and Management Ath ed. 2005 by Ivancench, Korpaske and Malten)

Don Ong has worked for Maybrooke Manufacturing since its beginning ten years ago. He has won four
top performer awards during his tenure in the firm. The last award he won was presented to him with a
$15,000 bonus check about three years ago But in the past 18 months, Don's relations with co-workers
have become strained. He has never been talkative, but on occasion he has ordered co-workers out of
his work area. Don has made it clear that tools have been missing, and he wants to protect his area. His
work's quality has also suffered. Until about a year ago, Don's work producing generators was at the
“zero-defect" level. Error-free, top-quality generator came from Don again and again. Today when
random sample checks are made, no occasionally produces generators that must be reworked less than
3 percent of the time. He has gone from zero defects to 3 out of 100 defects. His co-workers average
about 1.5 defects out of 100 for reworking. What could be causing Don's behavior changes? They could
be caused by:

Not very likely Very

likely

1. Low motivation 1 2 3 4 5 6 7

2. Low self-efficacy 1 2 3 4 5 6 7

3. Physical health problems 1 2 3 4 5 6 7

4. Family problems 1 2 3 4 5 6 7

5. Poor management 1 2 3 4 5 6 7

6. Lack of sensitivity 1 2 3 4 5 6 7

Comment on each of your ratings:

1. 4

2. 4

3. 6

5. 5

6. 4

Don’s behavior has become a topic of concern within the organization. An Outstanding worker has
become average. What actions would you take as the manager?

YES NO WHY?

1. Transfer Don to a new job - NO

2. Fire Don - No

3. Call Don in to discuss your observations - YES

4. Suspend Don after informing him about your consents - No

5. Ask Don's co-workers why they believe his performance is not like the previous - Yes

LONG-QUIZ 4

Name: Year/Section

Date Grade/Score:

True or False

Direction: On the space provided before each number put a C if the statement is TRUE and IC if the
statement is False

and IC if the statement is FALSE.

C 1. People do not have common self-concept.

C 2. People with high self-esteem view themselves in a positive light, are confident, and respect
themselves.

C 3. People with high internal locus of control or internals believe that they can influence their own
destiny

C 4. Self-efficacy at work is associated to job performance.

C 5. The selection, organization, and interpretation of perceptions can differ among different people.

IC 6. People will choose perceptions based on what they need in the moment
 IC 7. When exposed to a large number of stimuli simultaneously, people may often block the various
stimuli, as they get stressed out.

C 8. People learn about others' feelings and emotions by picking up on information gathered from their
physical appearance, and verbal and nonverbal communication,

C 9. High self-esteem is linked to higher levels of satisfaction with one's job and higher levels of
performance on the job.

IC 10. People who are social monitors understand what the situation demands and act accordingly.

II. Identification

1. It is a desire to magnify positive aspects of self-conceptions while isolating oneself from negative
feedback and information. SELF ENHANCEMENT

2. It stabilizes a person's self-concept which helps guide his thought and actions. SELF VERIFICATION

3. It is the extent to which a person has generally positive feelings about himself. SELF ESTEEM

4 It is a person's belief of his ability to do a definite task fruitfully. SELF EFFICACY

5. It refers to the level to which a person is able of checking his actions and appearance in social
situations. SELF MONITORING

6. It is an intellectual process by which an individual selects, organizes and provides meaning to the
world around him. PERCEPTIONS

7. It is the choice of the stimuli that would depend on what people feel is pertinent for them and or
appropriate for them. PERCEPTUAL SELECTION

8. This is the ability to interpret the surrounding environment by processing information that is
contained in visible light. VISUAL PERCEPTION

9. This is the study of how people form impressions of and make inferences about other people. SOCIAL
PERCEPTION

10. It is simply the process of attaching or attributing causes or reasons to the actions and events people
see. ATTRIBUTION
III. Enumeration

5 perceptual errors

1. Latest behavior- Basing an appraisal on the person's recent behavior

2. Lenient or generous rating - Perhaps the most common error, being consistently

generous in appraisal mostly to avoid conflict

3. Performance dimension error - Giving someone a similar appraisal on two distinct but similar
qualities, because they happen to follow each other on the appraisal form

4. Same as me . Giving a good appraisal because the person has qualities of characteristics possessed
by the appraiser. Spillover effect: Basing this appraisal, good or bad, on the results of the previous
appraisal rather than on how the person has behaved during the appraisal period.

5. Status effect - Giving those in higher level positions consistently better appraisals than those in
lower level jobs.

5 factors are those that determine perceptual organization

1. Perceptual context

2. Perceptual constancy

3. Figure ground

4. Closure

5. Similarity
MINI-CASE STUDY 4

Name: LARAMIE SEVILLENO NAGA Year Section: BSAB 2-A

Date: MARCH 26,2021 Grade/Score

A Management Style that made an Impression

Adapted trees and Managements dance space and to

Chairs? There is not much that can be said about chairs, right? Some are comfortable, some are not
some are cushy, some are firm. Since that is just about the whole story on the subject, I never thought
I'd ever consider a column on chairs.

Then Bill died.

When I heard the news, I knew I eventually had to write something about the chairs I'd known Bill for
years, admired his inquiring mind, his wit, his management style and his record of achievements, which
was lengthy He was a CEO with a considerable

reputation for his successes, yet every time I saw him over a period of many years. I never focused on
his triumphs. My first thought was always of the chairs I guess you could rightly conclude those chairs
made a big impression on me There were two of them in Bill's office, utilitarian metal armchairs, chairs
with an upholstered seat and back, the kind that are advertised in most office furniture catalogs. I have
two of them in my own office.

Over a varied career, I've been in many offices, the offices of buyers and sellers, the offices of top
managers and middle managers, the offices of editors and publishers, the offices of CEOs and human
resource specialists. Usually the chairs for visitors are

comfortable, but just ordinary, and not very memorable.

There was that one legendary chair in the office of that famous Buffalo editor. It was legendary because
it was bolted to the floor, thus preventing any visitor from attempting to move any closer to the editor.
All discussions in his office were held at

a prescribed and sale distance. I sat in that chair once, when he invited me over and offered me a job,
which I eventually declined. But I did test the chair, attempting to edge in slightly when he was
distracted by a phone call, and it surely was fastened

securely in position. The man wanted nobody invading his space. He sat protected barricaded behind his
oversize desk.

Desks are not just for working upon and storing papers. They do perform that insulating function. They
separate the host from the visitor, forming a definite barrier, a barrier that sends a message that says
"This is my room and I am in charge here.” It was different with Bill and that is why I always associated
him with those chairs.

He had the big desk He had the comfortable leather swivel chair that accompanied the office of the CEO
He called me one day and asked me to come and him to discuss a problem that he thought I could
within solve. I had known him, but I had never seen to his office.

When I arrived, he rose from his chair, greeted me with a handshake, and politely directed me to have a
seat in one of the pair of chairs facing the desk and reserved for visitors. Then he sat down in the other
chair, forsaking the status and the security of

the big chair behind the big desk.

This was non-verbal communication behavior that I'd never seen before and I instantly recognized what
was transpiring He was telling me to relax, that we were both on the same level in his office, conferring
to solve a problem.

That was a first for me. I’d always had to talk to the person behind a desk. No one had ever before
vacated that traditional position, and joined me at midfield. It gave me a good feeling. I said nothing to
Bill about it that day, or ever, but I always remembered it and chalked it up to experience.
I also back to my own office and rearranged the furniture and modified my style. I had a desk and a chair
behind it, phis two chairs for visitors. I had a desk and a chair behind it, plus two chairs for visitors. I had
always stayed behind the desk, but I changed forever that day. It wasn't a big change, I suppose, but it
was a significant one that I remember planning and executing. Some people noticed

including the owner of the company, whose office was down the hall, and who rarely strayed from
behind his desk, one of the biggest in the catalog.

"How come you're always walking around and sitting over here?" he asked me one day

I never told him. I was evasive. I figured if he had to ask, he would never understand.

Case Questions:

1. Why do you think the legendary chair in Bull's office was bolted to the floor? Is the reason cited in
the case the only reason for the bolts?

-The case discusses impression management. Impression management refers to the practices followed
by individuals to build the desired identity among others. Impression management strategies are used
to create an impression on potential employees include the way of talking, overall style, apparel,
office furniture, and office layout.

2. What impression is being portrayed by the case writer?

- The case writer implies that the editor does not want to be taken away from his personal zone. He
noticed how the distance between the chair and desk made it uncomfortable for effective
communication with his visitors. In the text, it also describes the uneasiness that was created due to
the bolting of the chair. The text supports the position of Bill not wanting his space invaded.

3. What other type of office layouts and flows could be used to create an impression?

- An entirely open space with hotdesking. An open layouts are now more popular than ever for
Business like space diveded into private offices, a cubicle office, an open office with section team and
a co-working space.