2. PAMANTASAN NG LUNGSOD NG MAYNILA (University of the City of Manila) Intramuros, Manila COLLEGE OF MANAGEMENT AND ENTREPRENEUR COURSE : BPA COURSE TITLE : HUMAN BEHAVIOR IN ORGANIZATION COURSE NO. : BMG 165 PRE-REQUISITE : Foundations of Public Administration PROFESSOR : JANET JIAO GONZALES OPERARIO, MGM CLASS/VENUE : Bureau of Fire SCHEDULE : Nov. 23, 30 and December 7, 2008 I. COURSE DESCRIPTION The behavior of individuals in organization – their motivations, aspirations, and expectations. This course covers leadership styles as they relate to organizational productivity. The relationship of organizational goals and the goals of groups, work teams and individuals. II. OBJECTIVES A. General Objectives 1. To be able to explain the basic concepts of organizational behavior and its effect on job performance in an organization. 2. To be able to discuss the process of motivation and its relationship with behavior modification and reinforcement. PAMANTASAN NG LUNGSOD NG MAYNILA (University of the City of Manila) Intramuros, Manila COLLEGE OF MANAGEMENT AND ENTREPRENEUR COURSE : BPA COURSE TITLE : HUMAN BEHAVIOR IN ORGANIZATION COURSE NO. : BMG 165 PRE-REQUISITE : Foundations of Public Administration PROFESSOR : JANET JIAO GONZALES OPERARIO, MGM CLASS/VENUE : Bureau of Fire SCHEDULE : Nov. 23, 30 and December 7, 2008 I. COURSE DESCRIPTION The behavior of individuals in organization – their motivations, aspirations, and expectations. This course covers leadership styles as they relate to organizational productivity. The relationship of organizational goals and the goals of groups, work teams and individuals. II. OBJECTIVES A. General Objectives 1. To be able to explain the basic concepts of organizational behavior and its effect on job performance in an organization. 2. To be able to discuss the process of motivation and its relationship with behavior modification and reinforcement.

3. B. Specific Objectives 1. To be able to critically analyze concepts of leadership, its nature and impact in organizations. 2. To be able to describe how an organizational culture is created and maintained or changed. COURSE OUTLINE A. Fundaments of Organizational Behaviour B. Elements in OB C. Fundamental Concepts 1. Nature of People 2. Approaches to OB 3. Development of OB 4. Organizational Culture D. Managing Communications E. Motivation and Rewards Systems F. Leadership G. Participation H. Managing Change I. Organizational Development J. Behaviour in the Organization K. Case Study B. Specific Objectives 1. To be able to critically analyze concepts of leadership, its nature and impact in organizations. 2. To be able to describe how an organizational culture is created and maintained or changed. III. METHODOLOGY The lecture-discussion, workshop and case study methods shall be used in the course. Students are therefore expected to read given assignments ahead of time to enable them to participate actively in class discussion. IV. COURSE OUTLINE A. Fundaments of Organizational Behaviour B. Elements in OB C. Fundamental Concepts 1. Nature of People 2. Approaches to OB 3. Development of OB 4. Organizational Culture D. Managing Communications E. Motivation and Rewards Systems F. Leadership G. Participation H. Managing Change I. Organizational Development J. Behaviour in the Organization K. Case Study

4. V. COURSE REQUIREMENTS 1. Complete Attendance 2. Reflection Paper 3. Active Participation 4. Case study VI. REFERENCES 1. Baron, Robert A. and Jerald Greenberg. Behaviour in Organizations: Understanding and Managing the Human Side of Work, 3 rd ed. Boston: Allyn and Bacon, 1990. 2. Beer, Michael. Lead to Succeed. Manila: National Bookstore, Inc. 1990 3. Davis, Keith and John M. Newstrom, Human Behaviour at Work, 8 th ed. New York: McGraw Hil Book Co., 1989. 4. Gibson, James L. Organizations: Behaviour, Structure, Processes, 7 th ed Homewood, Illinois: Irwin, 1991. 5. Leveriza, Jose P. Human Behavior in Organizations: A Multi-disciplinary Approach: Manila: National Bookstore, Inc. 1993. 6. Martinez, Concepcion Rodil, Human Behaviour in Organizations. Manila: National Bookstore, Inc. 1992. 7. Sison, Perfecto, Personnel Management any other reference relevant to the topics, published not earlier 1989.

5. What It Takes To Enter the Government Service?

6. BEHAVIOR > a composition of all human activities. > A reflection of THOUGHTS, FEELINGS, EMOTIONS, SENTIMENTS whether conscious or not. > a mirror of man’s NEEDS, VALUES, MOTIVATION, ASPIRATIONS, CONFLICTS and STATE OF LIFE. VALUES > are the accepted principles or standards of an individual, group or institution. > The word values root from the old French word, valoir which means “to be worth” and from Latin valere, “to be powerful.”

7. WHY STUDY HUMAN BEHAVIOR? > To anticipate behavior, consequently influence individuals to think, feel and act accordingly. > To understand the actions of people necessary to the efforts of the organization to achieve its goals with a more productive working (non-working, as well) relationships (an improved work performance towards a higher level of productivity). > To have guidelines in the formulation of rules, policies, laws, and the like that are appropriate and most useful to the organizations and members. (policy-making) > To resolve conflicts. (industrial peace) > To determine people’s desires and wants which influence the DEMAND (hence, selective buying), likewise, the thrust of innovations in technology and science > To increase productivity through improved performance.

8. methods – system done by people machines – runs by people materials – used by people money – spent by people manpower – acted by people

9. FUNDAMENTALS OF OB A. WORKING WITH PEOPLE ORGANIZATIONAL BEHAVIOR The study and application of knowledge of how people – as an individuals or as groups, act within an organization. It strives to identify ways in which people can act more effectively. 1. PRIMARY GOALS OF OB > DESCRIBE – how people behave under a variety of conditions > UNDERSTAMD – why people behave as they do > PREDICT – which employees might be dedicated and productive or which might be absent, today, or disruptive on a certain day. > CONTROL AND DEVELOP – some human activity at work

10. 2.ELEMENTS OF OB * PEOPLE - make up the internal social system of the organization. They are living, with thinking, feeling beings who work in the organization to achieve their objectives. * STRUCTURE – defines the formal relationship of people in the organization. Different jobs are required to accomplish all of an organization activities. The people have to be related in some structural ways so that their work can be effectively coordinated. * TECHNOLOGY- provides the resources with which people work and affects the tasks that they perform. Allows people to do more and better work. Has costs and benefits. * ENVIRONMENT- all organization operate within an internal and external environment. Part of a larger system that contains many other elements such as government, family and other organizations. It influences the attitudes of people, affects working conditions and provides competition for resources and power.

11. KEY ELEMENTS IN ORGANIZATION BEHAVIOR * People join together in an organization to accomplish an objective, some kind of structure is required. * People use technology to help get the job done, so there is an interaction. * These elements are influenced by external environment and they influenced it.

12. FUNDAMENTAL CONCEPTS A. NATURE OF PEOPLE * Individual Differences – management can get the greatest motivation among employees by treating them differently. It requires that a managers approach to employees be individual and not statistical. * Perception – a unique way in which each person sees, organizes and interprets things, employees see their work world differently because they may differ in their personalities, needs, demographic factors and past experiences. * A Whole Person- people function as total human beings. Organization employ whole person rather than certain characteristics. * Motivated Behavior – motivation is essential to the operation of organizations. No matter how much technology and equipment an organization has, these things cannot be put to use until they are released and guided by people who have been motivated. * Desire for Involvement – (self efficacy) the belief that one has the necessary capabilities to perform a tasks, fulfill role expectations, make a meaningful contribution or meet a challenging situation carefully. Employees share their talents and ideas. Organization need to provide opportunities for meaningful involvement which will result in mutual benefit for both parties. *Value of the Person – people want to be treated with respect and dignity; they want to be valued for their skills and abilities and to be provided with opportunities to develop themselves.

13. B. BASIC APPROACHES TO OB * HUMAN RESOURCES APPROACH – concerned with the growth and development of people toward higher levels of competency; creativity and fulfillment because people are the central resources in any organization. Supportive helps employees to become better and more responsible persons. * CONTINGENCY – different behaviors are required by different environments for effectiveness. It encourage analysis of situation prior to action while at the same time discouraging habitual practice based on universal assumption about people. * PRODUCTIVITY APPROACH- OB programs are assessed in terms of their efficiency. It measure how efficiently one produces whatever output is desired. Better productivity is a valuable measure of how will resources are used in society. > knowledge x skill = ABILITY > Attitude x situation = MOTIVATION > Ability x motivation = POTENTIAL HUMAN PERFORMANCE > human performance x resources = ORGANIZATIONAL PRODUCTIVITY * SYSTEM APPROACH – all parts of the organization interact in a complex relationship. It interprets a people-organization relationships in terms of whole person, whole group, whole organization and the whole social system.

14. C.DEVELOPMENT OF OB 1. HISTORICAL DEVELOPMENT *ROBERT OWEN– emphasize the human needs of employees - taught his workers cleanliness and temperance - improved their working conditions Father of public administration * ANDREW URE – recognized the mechanical and commercial parts of manufacturing but added a human factor. * FREDERICK TAYLOR – father of scientific management - pointed out that just as there was a best machine for a job so were there best ways for people to do their jobs. * ELTON MAYO – concluded that an organization is a social system and the worker is indeed the most important element in it. Father of Human Relations HUMAN RELATIONS is the interaction of people in a work situation which enables them to work effectively and cooperatively with economic, social and psychological satisfaction.

15. 2.CONCEPTUAL DEVELOPMENT * Douglas McGregor –most management actions flow directly from whatever theory of human behavior they hold. - management personnel practices, decision making, operating practices and even organizational design flow from assumptions about human behavior. THEORY X Y Traditional assumptions about person (dislikes work and will avoid it if possible) ------------------------------------------------------------- Manager views the average man as basically lazy, avoids work if possible; selfish and dishonest; cannot be trusted or relied upon to carry on responsibility. Implies more human and supportive approach to managing people. (work is as natural as play or rest) ------------------------------------------------------------ Manager believes man is basically possessing self- direction and self-control; can be trusted and relied upon and in seeking responsibility and self- fulfillment. He exercise tight control of his men, driving to work by threats of being penalized and Acting in a bossy and autocratic manager. He is permissive, supportive and encourages independent mindedness, individual development and expression allowing subordination to find fulfillment in their work.

16. 4.ORGANIZATIONAL CULTURE (CHANGES) - the set of assumptions, beliefs, values and norms that is shared among its members in the organization. SOCIAL CULTURE – beliefs customs knowledge and practices behavior- affects decision making. NEW CULTURE-(CULTURE SHOCK) – a feeling of confusion, insecurity and anxiety caused by a strange new environment. * social equilibrium – working balance-harmonious relationship. * social disequilibrium – people working against one another 4.ORGANIZATIONAL CULTURE (CHANGES) - the set of assumptions, beliefs, values and norms that is shared among its members in the organization. SOCIAL CULTURE – beliefs customs knowledge and practices behavior- affects decision making. NEW CULTURE-(CULTURE SHOCK) – a feeling of confusion, insecurity and anxiety caused by a strange new environment. * social equilibrium – working balance-harmonious relationship. * social disequilibrium – people working against one another

17. CHANGE the process of learning new ideas and practices and a change in one part of a system in the organization affects all other parts no matter how slight or how great its impact may be. EFFECTS OF CHANGE FUNCTIONAL EFFECT DYSFUNCTIONAL EFFECT Occurs when a change such as the introduction of cross functional design teams and it when it is favorable for the system Ex. Introduction of computer in BIR (increases productivity) (increases productivity) Employees can be creative, productive, enthusiastic and actively seek to improve the quality of their organizations service. OVERCOME: to encourage functional behaviors, the employees need to receive clear expectations and promises of rewards, and the organization needs to receive commitment from them in exchange. Occurs when an action or change creates an unfavorable effects (decline productivity) for the system. Ex. Employees are tardy, absent frequently, unwilling to use their talents, and resist to organizational changes.

18. ROLE * the pattern of actions expected of a person in activities involving others. * reflects one’s person’s position in the social system with its accompanying rights and obligations, power and responsibility. * a person has roles both on the job and away from it. As role of worker, family role of parent; social role of club president, etc. * each role calls for different types of behavior. Ex. Worker may have more role: a clerk in one unit; a subordinate to his supervisor; a member of the employees association; and a representative in a working committee.

19. ROLE PERCEPTION * how they think they are supposed to act in their own roles and how others should act in their roles. Ex. When a manager and an employee interact, each one needs to understand at least three role perceptions. A manager and an employee has the following roles: 1. the role as required by the job being performed. 2. the role of the one being contracted. 3. the role as seen by the manager/employee. MENTORS a role model who guides another employee (protegee) by sharing valuable advice on roles to play and behaviors to avoid. (teach, advice, and sponsor their fellow employee so as to expedite their career progress) - usually older, successful themselves and respected by their peers and influential. - willing to commit time and energy to help another person move up to the corporate ladder (amasenso) - often not the employees’ direct supervisor, can provide additional support to aid an employee’s career progress.

20. STATUS - social rank of a person in a group. It is a mark of recognition, honor and acceptance given to a person. SOURCES OF STATUS ON THE JOB - working condition - education - job level - abilities - job skill - occupation - pay/method of pay - seniority - age STATUS SYMBOL - visible, external things that attach to a person or workplace and serve as evidence of a social rank. Ex. Type of wastebasket (distinction) position of the desk compared to subordinate a coat and tie (clothes people wear at work) job title (dr, captain)

21. DIFFERENCES DEVELOPMENT – continuous process GROWTH – age, it ends, it stops DOING RIGHT THING – EFFECTIVE DOING THINGS RIGHT – EFFICIENT (MEANS OF DOING) EFFICIENCY – MEANS OF DOING SOMETHING EFFECTIVE – WITH ACHIEVING OBJECTIVE FOR A GOAL human resource development – people human resource management – includes everybody from the organization generalist – knows less of what is more specialist – knows more of what is less

22. COMMUNICATION the transfer of information from one person to another person. the transfer of information from one person to another person. A way of reaching others by transmitting ideas, facts, thoughts, feelings and values. A way of reaching others by transmitting ideas, facts, thoughts, feelings and values. Involves at least two people (a sender and a receiver) Involves at least two people (a sender and a receiver)

23. IMPORTANCE OF COMMUNICATION Organization cannot exist without communication. Organization cannot exist without communication. Employees cannot know what their workers are doing, if there is no communication. Employees cannot know what their workers are doing, if there is no communication. Management cannot receive information inputs and supervisors and team leaders cannot give instructions. Management cannot receive information inputs and supervisors and team leaders cannot give instructions. Coordination of work is impossible and cooperation also becomes impossible because people cannot express their needs and feeling to others. Coordination of work is impossible and cooperation also becomes impossible because people cannot express their needs and feeling to others. It helps accomplish all the basic management functions – planning, organizing, leading and controlling – so that organizations can achieve their goals and meet their challenges. It helps accomplish all the basic management functions – planning, organizing, leading and controlling – so that organizations can achieve their goals and meet their challenges.

24. Communication Barriers > PERSONAL - arise from human emotions, values, and poor listening habits. > PHYSICAL – occur in environment in which the communication takes place > SEMANTICS – the science of meaning as contrasted with phonetics, the science of sounds. COMMUNICATION SYMBOLS > Words > Pictures > Action

25. STEPS OF COMMUNICATION 1. DEVELOP -an idea that the sender wishes to transmit 2. ENCODE – convert the idea into suitable words, symbols for 3. TRANSMIT - when finally developed, choose method to transmit 4. RECEIVE 5. DECODE - the message so that it can be understood 6. ACCEPT 7. USE- its for the receiver to use the information 8. PROVIDE FEEDBACK- acknowledges the message and responds to the sender, feedback has occurred

26. FORMS ELEMENTS LATERAL SENDER NETWORKS MESSAGE OMBUDSPERSON CHANNEL ELECTRONIC MAIL RECEIVER TELECOMMUTING

27. Praise and Recognition MOTIVATION

28. The word “motivation” is derived from the word “motivate” which means to: * move, impel or induce to act to satisfy a need of want. * any consideration, idea or object prompting of exciting an individual to act or move him to do what his leader wants to be accomplished. a willingness to exert effort to achieve a goal or object for reward. * anything that is designed to make the individual or group of individuals obtain or satisfy their needs. MANAGEMENT TASK: One of the most important tasks of management is how to arouse and maintain the interest of its employees to work willingly and enthusiastically to achieve its goals.

29. PERFORMANCE (the product of ability and motivation) P=A x M THEORIES OF HUMAN MOTIVATION 1. NEED-HIERARCHY CONCEPT (A. MASLOW)

30. EFFECTS PF MOTIVATION From the studies made by the researchers on motivation, the following effects of motivating employees have been definitely established: * That employees who are sufficiently motivated, move and act to follow the direction desired by management. * That the motivated employees achieve high output and produce good quality products and services. * That employees who are properly motivated are more careful in the use and care of machines and equipment, avoid or prevent accidents and minimize or prevent losses or waste. * That employees accept willingly the changes made by management provided that the changes to be made have been previously explained to and understood by them and proper training is provided to adjust them to the change. * That motivated employees willingly respond in times of emergencies or during rush periods or occasions requiring special effort, overtime and the like. * That with motivated employees the problems of discipline are minimized. When a man is sufficiently motivated, discipline will take care of itself.

31. TYPES OF MOTIVATION POSITIVE NEGATIVE  A human relations and leadership approach whereby subordinates follow the leader’s will because of some possible gain, reward or satisfaction they expect to get.  Creates greater worker enthusiasm to work with a higher level of morale and with fewer complaints and less problems. Ø Money Ø Job security Ø Praise and recognition Ø Sense of belongingness Ø Competition Ø Delegation of authority & Responsibility Responsibility Ø Employee participation Ø Sincere interest in Subordinates  Also influences others to follow the leader’s will, but not because of any expected advantage but of fear of punishment or the application of certain sanctions such as losing some money, recognition or even one’s job.  The supervisor may get more results in terms of productivity while the workers are being watched.  Ø negative leaders may get immediate response to his instructions

32. MASLOW’S HIERARCHY OF NEEDS Security/safety Social need self realization Physiological needs self- fullm ent

33. MOTIVATION HYGIENE CONCEPT (Frederick Herzberg ) JOB SATISFACTION – a set of favorable or unfavorable feelings and emotions with which employees view their work. > he argues that JS and JD are separate dimensions > emphasize achievement, as a critical factor for long run JS STRONG DETERMINANTS OF JS > achievement > recognition > work itself > responsibility > advancement

34. ACHIEVEMENT MOTIVATION (D. McGregor) > need for achievement > based on the assumption that human needs are factors in motivating people to perform organizational tasks. THEORY X AND THEORY Y

35. MOTIVATIONAL APPROACH (Rensis Likert) based his motivational approach to mgt. good supervisors are those whose groups achieved high productivity and bad supervisors are those whose groups produced low output. Maximum production results are based on the manager’s understanding of the groups and individuals on whom supervisors depend for results. He suggest that mgt should organize work groups following those criteria instead of using the traditional man to man pattern. MOTIVATIONAL APPROACHES IN GOVT SERVICES Recruitment and selection reassignment promotion career and personnel devt reduction in force staff development plan performance appraisal leave incentive retirement appointment

36. MOTIVATIONAL DRIVES Achievement Motivation- a drive to overcome, accomplish objectives and get ahead. (wishes to achieve objectives and advance up the ladder of success) Affiliation – a drive to relate to people on a social basis (work better when they are complemented) Competence Motivation- a drive to do high quality work and develop one’s skills (seek job mastery, take pride in developing) Power Motivation – a drive to influence people and situation. (seek power through legitimate means, rise to leadership positions through successful performance)

37. MOTIVATORS INTRINSIC – internal rewards EXTRINSIC- external rewards

38. EMPLOYEE ATTITUDES are the feelings and beliefs that largely determine how employees will receive their environment, commit themselves to intend actions and ultimately behave. A mental set that affects how a person will view something else, such as a window provides a framework for the view or out of a building

39. - the ability to influence others inside the organization

40. LEADERSHIP STYLES DIRECTIVE – the leader focuses on clear tasks assignments, standards of successful performance and work schedules. DIRECTIVE – the leader focuses on clear tasks assignments, standards of successful performance and work schedules. SUPPORTIVE- the leader demonstrates concern for employees’ well-being and needs, while trying to create a pleasant work environment. SUPPORTIVE- the leader demonstrates concern for employees’ well-being and needs, while trying to create a pleasant work environment. ACHIEVEMENT-ORIENTED- the leader sets high expectations for employees, communicates confidence in their ability to achieve challenging goals, and enthusiastically models the desired behavior. ACHIEVEMENT-ORIENTED- the leader sets high expectations for employees, communicates confidence in their ability to achieve challenging goals, and enthusiastically models the desired behavior. PARTICIPATIVE- the leader invites employees to provide input to decisions, and seriously seeks to use their suggestions as final decisions are made. PARTICIPATIVE- the leader invites employees to provide input to decisions, and seriously seeks to use their suggestions as final decisions are made.

41. LEADER’S TRAIT TO BE A LEADER ONE MUST TO BE A LEADER ONE MUST Believe in and live out corporate values Believe in and live out corporate values Be a risk taker Be a risk taker Develop and communicate a rallying vision Develop and communicate a rallying vision Proven track record Proven track record A listener A listener Be an optimistic and have a sense of humor Be an optimistic and have a sense of humor A catalyst for change A catalyst for change Earned the trust of the organization Earned the trust of the organization good, strong subordinates for succession good, strong subordinates for succession Be a strategic thinker Be a strategic thinker TO BE A LEADER ONE SHOULD TO BE A LEADER ONE SHOULD Have had different work experiences Have had different work experiences Be able to deal with ambiguity Be able to deal with ambiguity Be skilled Be skilled Understand and know how to deploy technical Understand and know how to deploy technical Be financially adept Be financially adept Have a balanced healthy lifestyle Have a balanced healthy lifestyle Contribute to the local community Contribute to the local community Be active in at least one business activity Be active in at least one business activity Be active in at least non-business-non local activity Be active in at least non-business-non local activity

42. LEADERSHIP REQUIREMENTS Courage dependability flexibility integrity judgment respect for others

43. B. EMPOWERMENT AND PARTICIPATION SELF EFFICACY - conviction among p eople that they can successfully perform their jobs and make meaningful contribution. EMPOWERMENT – process of identifying and removing conditions of powerlessness while emphasizing feeling of self efficacy. APPROACHES: a. Helping employee achieve job mastery b. providing successful role model c. using social reinforcement and persuasion d. Giving emotional support when a managers use these approaches, employees begin believing that thy are competent an valued, that their jobs have meaning and impact, and the opportunities to use their talent.

44. PARTICIPATION mental and emotional involvement of person in group situation that encourage them to contribute to group goals and share responsibility for them. UTILIZATION OF WORKFORCE PRODUCTIVITY-IMPROVEMENT PRESSURES EMPLOYEE DESIRES AND EXPECTATIONS PREREQUISITES FOR PARTICIPATION Adequate time to participate potential benefits greater that costs relevance to employee interests adequate employee abilities to deal with the subject mutual ability to communicate no feeling of threat to either party within the area of job freedom

45. PARTICIPATION PRE REQUISITES PRE REQUISITES  Adequate time to participate  Potential benefits greater than costs  Relevance to employee interests  Adequate employee abilities to deal with the subject  Mutual ability to communicate  No feeling of threat to either party  Within the area of job freedom BENEFITS BENEFITS  Higher productivity  Better quality  Feel more accepted and involvement

46. CHANGE is any alteration from the past to the present reasons they resist to change social interaction it threatens their needs for security status self esteem BENEFITS FROM RESISTANCE

47. ISSUES IN THE ORGANIZATION Issues between organization and individuals conformity- is a dependence on the norms of others without independent thinking. Rights of privacy refers to organizational invasion of person’s private life and unauthorized release of confidential information about a person in a way that would cause emotional harm or suffering.

49. Discipline means the mental and moral training and development of character or the training that corrects and strengthens mental and moral character. Discipline is also the manner in which a member of the organization conforms to the established rules and regulations which experience has shown to be desirable. Discipline means the mental and moral training and development of character or the training that corrects and strengthens mental and moral character. Discipline is also the manner in which a member of the organization conforms to the established rules and regulations which experience has shown to be desirable. The two (2) goals of discipline are: 1. to improve performance; and 2. to improve morale 5.2.1 GUIDES TO DISCIPLINARY ACTION  Disciplinary action should be taken in private.  An application of a penalty should always carry with it a constructive element.  Disciplinary action should be applied by the immediate supervisor.  Promptness is important in the taking of disciplinary action.  Consistency in the administration of disciplinary action is highly essential.  An immediate supervisor should never be disciplined in the presence of his own subordinate.  After the disciplinary action has been taken, the manager should attempt to assume a normal attitude toward the employee.

50. Preventive discipline – is action taken to encourage employees to follow standards and rules so that infractions do not occur. (encourage employees self discipline) Corrective discipline – is an action that follows infractions so that future acts will be in compliance with standards. WHISTLE BLOWING –disclosing alleged a misconduct to an internal or external source.

51. CONFLICT – arises from disagreement over goals and the methods used to accomplish these goals. Intrapersonal conflict- occurs within an employee between individual or groups and across organizations as they compete. Interpersonal conflict protecting oneself image and self esteem from damage by others. Occurs when two persons are incompatible and their personalities clash. Intergroup conflict – conflict between departments.

52. SOURCES OF CONFLICT Organizational change- different views personality clashes-individual differences different sets of values-different sets of beliefs and value system threats to status- social rank is threatened by another, people struggle to maintain a desired image. contrasting perception- people see or perceive differently as a result of their prior experiences and expectations