Catanduanes State University
College of Arts and Sciences
Social Science Department
Virac, Catanduanes
Module in PA 7 (Human Behavior in the Organization)
Chapter 6
Individual in the Organization
Learning Outcome:
After studying the chapter, the students shall be able to:
a. Discuss social system/organization
b. Analyze human elements in organization
c. Give the importance of organization
Lesson 1
Social System
The word system can be traced back to Aristotle who suggested that the whole is greater than
the source of its parts. The concept of general systems theory founded by biologist, Von Vetalanfy in
1920, assumes that the general laws and concepts for the physical sciences, the basic concepts of
economics and psychology in the social sciences, are that things do not just happen, but rather that
they evolve from multiple causes and multiple effects. A system maybe defined as a series of
interrelated and interdependent parts, such that the interaction or interplay of any of the subsystems
(parts) affects the whole in an organization. The human being for example is a system. It consist of a
number of organs and limbs, and only when these are functioning in a coordinated way is the human
effective. This is the same as in a business firm. The accounting section does not work independently
from manufacturing, marketing, legal sections and others. All areas or sections within the organization
function in a coordinate way to be effectively productive for progress.
For our purpose we shall briefly discuss the human organization and social organization to
show the individual’s relation to the total system. This organization operates in a complex system of
values and relationships which maybe conceptualized as a social system.
Human Organization
Human organization as a system can be likened to a human model using the biological
approach which considers the nervous, circulatory, digestive, reproductive, etc. system as separate
systems. Each of these individual systems is a sub system of the total system which is interrelated
and interdependent.
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In the system of roles each individual has a specific role to play with each of the roles
coordinated with a more integrated pattern. Role as applied here is the sum total of behavior patterns
expected of a person in his activities which involve other roles. The positions people occupy in society
are established with reference to the needs and values of that society. An example is an employee –
in the office, he is a male accountant, a diligent worker, a person looked-up to for his good human
relations. When he steps out of the office, his role as an accountant changes as he becomes a citizen
whose role is to obey ordinances, a consumer, a rotarian or a political party member or leader. When
he gets home his dominant role is that of a husband , a father and an adviser to the family household.
His previous role do not disappear as they change but become less prominent as his activities
involving other change.
A status is a position that has been accorded to an individual in a social system which implies
a collection of rights and duties. Status is important in the interpersonal relationships of the particular
group where the status is accorded. Status ranks people on different levels. A bank manager at the
Urban Bank has a status of an executive and when he attends the Board of Directors meeting, he is a
mere member of the board. When he goes to his Rotary Club, he is the treasurer of the club.
Individuals not only have multiple statuses but they may change, sometimes rapidly with
changing positions, situations and circumstances. An individual because of several status occupies,
performs several roles accompanying the different statuses. The more complex a society and the
more active and capable an individual is, the more positions there are likely to be occupied.
Lesson 2
Organization
Organization means the social units (human groupings) deliberately constructed and
reconstructed to seek specific goals.
An organization is a mechanism or structure that enables living things to work effectively
together. It is the process of identifying and grouping the work to be perform, of defining and
delegating responsibility and authority and of establishing relationships to enable people to work most
effectively together in accomplishing objectives.
These definitions point to the dual aspects of organization as both function and framework or
a process and structure. It is a human activity and at the same time, it is a group of people. Its
existence is by deliberate design and not by accidents. It exists because of an objective which it
seeks to attain effectively and efficiently.
Concepts of Organization
An organization is a structural process in which persons interact for objectives. This view of
organization contains several important pints. First, the organization is always made up of people.
Second, the people in organizations interacts, that is the people in the organization are related to one
another in some way. Third, the interactions of people are ordered by some structure that can be
described. Fourth, the objectives of the people interacting. In other words people join and /or
participate in organizations in order to achieve their own objectives. Finally, the interactions which
result in the achievement of personal objectives that may not be the same with the personal objective
of any member. This rather simple concept of an organization chart leads us to another important
assumption that an organization is a tool for service.
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The Organization Context
A complete understanding of organizational behavior requires both an understanding of
human behavior and the understanding of the organization context within which human behavior is
acted out. The organizational context is the specific setting within which organizational behavior is
enacted
Organization As social System
For better understanding and appreciation of organization as a means to productivity we have
to look at the organization as an all powerful molder of its members, we have to view the individual
member as being wholly free to pursue private goals at the same time holding to his membership. The
individual freedom and the discipline of the organization are two opposite ends. How they can best go
together is partly determined by the characteristics of an organization as a social system.
As a social system, the organization comprises many interrelated subsystems or groups
which include: the administrative/structural subsystem; the informational decision-making subsystem,
the economic/technological subsystem; and the human/social subsystem.
The focus of the administrative/structural subsystem is on authority, structure and
responsibility within the organization “ who does what for whom” and “who tells them to do what, when
and why”. The information/decision-making subsystem emphasizes key decisions and the
informational needs to keep the system going. The main concern of the economic/technological
subsystem is on the work to be done and the cost effectiveness of that work within the specific goals
of the organization.
If the total system is healthy and functioning wee, each of its parts is effectively interacting
with one another.
An organization over a sustained period of time cannot afford to overemphasize the
importance of one subsystem at the expense of others. However, the whole system at the same time
cannot ignore the needs and pressures of the external environment.
Self-Assessment Questions (SAQ)/ Activity
1. Explain the organization as a social system
Lesson 3
Human Resources in Organizations: It’s Importance
The most important elements or organizations are the human resources. Economists have
long recognized that human knowledge, skills and abilities are significant determinants of
organizational productivity. Human resource is important from three related but different points of view
in its capacity as management, in its capacity as worker, and its capacity as determinants of
technology.
As managerial resource. The economic progress of a nation or of individual organizations
depends upon the integration of human abilities with physical resources and technology. This
integration rests on one factor – management. The quality of the human resource engaged in
management is a major determinant of the productivity of employees and organizations.
As non-managerial resource. The human resource is also important in its non-managerial,
or worker capacity. Without application of human effort, both physical resource and technology, little
productive value to other resources gives organizations their synergistic potentials. Research has
shown that the level of ability of human resources has a major influence on the productive capability
of a nation as a determinant of technology.
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As determinants of technology. The human element is still important from another
standpoint. Although human abilities are combined with technology, the human resource determines
the level of technology available to an organization from any different viewpoints.
Features of Organization Affecting Behavior
Hierarchy of Authority. This is the vertical differentiation of authority. In every organization
some individuals carry out the orders of other individuals, and the latter in turn carry out the orders of
their superiors. Organizations are hierarchically organized because this hierarchy helps in supervising
employees and in coordinating and making decisions. In a corporation, this could be very well
elaborated as having ten or more levels of authority while in partnerships or single proprietorship,
there may be less.
Rules, procedures, controls and techniques. No matter how loosely organized, all
organizations have rules, procedures, controls and techniques which are formalized and officially
enforced.
Rules are the answer to the problems of governing large scale organizations. Rules have
their most obvious form in shop rules governing personal conduct and in the union agreement which
sets forth the mutual rights and obligations of the contracting parties. Rules may be formal or informal
For example, in one local RTW factory where seamstresses are on a piece-rate system, the informal
rule is each one should produce only xxx units. Anyone who produces more than xxx units is
ostracized.
A standard operating procedure is a standardized way of responding to recurring problem
situations. This is sort of routinized behavior. This has been found out to increase efficiency of an
organization and count down the amount of needed supervision. For example in that local RTW
factory (mentioned above) every time a ready-made- piece comes short of specifications, the quality
control personnel does not wait for the boss for directions because he knows what to do.
Controls are summary measures of behavior whether of machines or of human. These are
primary means by which an organization remains close to its chartered path. We view control in
organizations as: (1) a means for telling members what is expected of them, and (2) a means for
ensuring that they do what is expected of them. Common examples are: statement of final accounts,
audit reports which at a glance tell the organization’s (company’s) financial position.
Techniques are oftentimes referred to as the “little method within a method”. They are also
the standardized means by which given ends can be achieved. Again in the RTW organization, if the
system of production can hardly meet the goals it may look into operations research. Or If the human
climate is not very healthy and worker morale gets way down below, then management could turn to
human relation technique.
Self-Assessment Questions (SAQ)/ Activity
1. What is meant by organization?
2. What are the essential features of organization affecting behavior? Explain briefly
3. What role does mental health and/ or mental hygiene play in business and industry?
REFERENCES:
Medina, R. (2016), Human Behavior in Organization: Rex Bookstore, Manila
Mison I. and Bernabe L. (2004) Human Behavior in Business Organization, National Bookstore:
Mandaluyong City
Pereda, P. et.al (2012), Pinoy Human Behavior in Organization: Mindshapers Co., Inc.: Manila
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