HISTORY OF ORGANIZATIONAL BEHAVIOR
ARIZONA STATE UNIVERSITY
MGT 502 - ORGANIZATIONAL BEHAVIOR
WEEK 1
A. INTRODUCTION:
The study of Organizational Behavior encompasses the study of organizations from
various viewpoints, methods, and analyses. Whenever people interact in organizations,
many factors come into play. The study of organizational behavior tries to understand and
model these factors. Like all social sciences, organizational studies seek to control, predict
and explain. There is some controversy over the ethics of controlling worker behavior. As
such, organizational behavior and Industrial psychology are sometimes accused of being
one of the tools of power and responsibility. Despite the accusations, organizational
behavior can play a major role in organizational development and success. The goal of
organizational behavior experts is to revitalize organizations and develop a better
conceptualization of organizational life. Experts who study organizational behavior must
carefully consider the level assumptions made in the theory and assist managers in
understanding human behavior in the workplace (Febrianty et al., 2020).
B. HISTORY OF ORGANIZATIONAL BEHAVIOR
The topic of organizational behavior has obviously been of interest to many people for
a long time. Let's briefly review some history to better understand the origins of the
scientific study of organizational behavior. Organizational behavior is the study of human
behavior in organizational settings, the interface between human and organizational
behavior, and organizations themselves. The history of organizational studies was set in
motion by a Greek philosopher Plato writing about the essence of leadership.
Subsequently, Aristotle addressed the topic of persuasive communication and the writings
of 16th century Italian philosopher Niccolo Machiavelli laid the foundation for
contemporary works on organizational and political power. In 1776, Adam Smith
advocated a new form of organizational structure based on the division of labor. One
hundred years later, German sociologist Max Weber (1993) wrote about rational
organization and started a discussion on charismatic leadership. Soon after, Frederick
Winslow Taylor introduced the systematic use of goal setting and rewards to motivate
employees.
In the 1920s, Australian-born Harvard professor Elton Mayo and his colleagues
conducted productivity studies at Western Electric's Hawthorne plant in the United States.
The Hawthorne effect occurs when people improve some aspect of their behavior or
performance simply because they know they are being assessed. George Elton Mayo,
founder of the human relations movement initiated by the Hawthorne study, explained this
finding by saying that workers try harder because of the sympathy and interest of
observers. Mayo stated that the reason workers are more motivated by informal matters is
because individuals have a deep psychological need to believe that their organization cares
about them. Basically, workers are more motivated when they believe their organization is
open, caring, and willing to listen. Instead of viewing workers as interchangeable parts in a
mechanical organization as the scientific management movement has done, the human
relations movement views organizations as cooperative systems and treats workers'
orientations, values, and feelings as an important part of organizational dynamics and
performance (Ramaditya & Prihantoro, 2020). The human relations movement emphasizes
that the human dimension of work, including group relationships, can supersede
organizational norms and even individual self-interest.
After the First World War, the focus of organizational studies shifted to an analysis of
how human factors and psychology affect organizations, a transformation driven by the
identification of the Hawthorne Effect. This Human Relations movement focused on
teams, motivation and the actualization of individual goals within organizations. Prominent
early scholars included Henry Fayol (1917), Frederick Herzberg (1968), Abraham Maslow
(1943), David McClelland (1964) and Victor Vroom (1964). In the 1970s, the field was
heavily influenced by social psychology and the emphasis in academic studies was on
quantitative research. An explosion of theories, mostly at Stanford and Carnegie Mellon
Universities, resulted in the theories of Bounded Rationality, Informal Organization,
Contingency Theory, Resource Dependence, Institutional Theory and Organizational
Ecology Theory, among many others. Starting in the 1980s, explanations of organizational
culture and change became an important part of the study. Qualitative study methods
became more acceptable, informed by anthropology, psychology and sociology. A
prominent scholar is Karl Weick (Miner, 2006).
Organizational behavior theory is the study of human behavior in an organizational
setting. This means that organizational behavior asks questions about why humans behave
the way they do in the work environment. Back in the early 20th century, organizational
behavior theory developed from classical management theories, such as those of Frederick
W. Taylor. Taylor (1911) has been called the father of management science. He embraced
the core principles of reducing conflict, simplifying tasks, promoting cooperation,
improving results, and developing workers to the best of their abilities. In the late 1940s
and 1950s, following Taylor's research, some researchers began to see the importance of
humanistic values on organizational behavior and how these values translate into action
and productivity. In other words, researchers began to concentrate more on the value of the
human experience in the work environment and how this translated into action and
productivity ultimately impacts the way the organization operates, handles change, and
evolves.
In the 1960s, Abraham Maslow's theories began to dominate research on management.
Maslow claimed that people are unique individuals with diverse skills, motivations, and
desires to reach potential. In particular, Maslow felt that motivation ultimately improved
performance and productivity. Theorist Douglas McGregor (1960) was particularly
committed to bringing Maslow's ideas of motivation to the workplace. McGregor (1960)
referred to this idea as 'the human side of the enterprise'. In the 1960s, McGregor
introduced the X and Y theories on management styles. Basically, McGregor believed that
managers make assumptions about their employees. McGregor argues, these assumptions
control the behavior that management has towards staff.
Theory X assumes that people are lazy, passive, and irresponsible, and it is these traits
and tendencies that stop them from doing their best work. Theory Y, on the other hand,
assumes that capable people have a desire to achieve and take responsibility, which allows
these individuals to excel in their work. At its core, McGregor's work seeks to create better
cooperation among management and workers and create more fulfilling work for
individuals, which in turn will help create a more stable and effective organization. So that
until now organizational behavior is a study that concerns aspects of human behavior in an
organization or a particular group to determine how human behavior affects the
achievement of organizational goals (Thoha, 2007; 5).
1. Differences between Organizational Behavior and Other Fields of Study:
Cummings (1978) argues that organizational behavior comes from multiple disciplines
while organizational psychology limits its explanatory constructs to the level of
psychology. The similarity of the two fields explains the behavior of people in
organizations. In addition, organizational behavior is formulated as a study of individual
and group behavior in organizations and the application of science particular. However, the
understanding of organizational theory is the study of the structure, processes and results of
the organization itself. And if you look at the difference between organizational behavior
and Personnel and Human Resources, organizational behavior emphasizes concept
orientation while personnel human resources emphasize the techniques and technology
applied (Kembauw et al., 2020).
Approaches to understanding organizational behavior begin through the cognitive
approach emphasizing aspects of human thinking and assuming that behavior is purposive
i.e. directed and goal-oriented. Cognitive processes such as expectations and perceptions
help explain behavior. Next through the behavioristic approach, emphasizing the
observable aspects of behavior and various aspects of the environment that affect behavior.
Finally using the social cognitive approach, it emphasizes that the person, environment and
behavior are in constant interaction with each other and reciprocally influence each other.
C. BEHAVIORAL SCIENCE DISCIPLINES ORGANIZATIONS:
Organizational behavior is an applied behavioral science that builds on a number of
behavioral disciplines, particularly psychology, sociology, and anthropology. Psychology's
contribution is mainly at the individual or micro-level analysis.
The field that contributes to organizational behavior is psychology, which tries to
measure, explain, and change the behavior of humans and animals on earth. Some of the
fields that contribute to the knowledge of organizational behavior are learning theorists
about personality, counseling, and industrial individual and organizational psychology.
Another area of psychology, social psychology, combines the concepts of psychology and
sociology to focus on the influence of humans on each other. Social psychology contributes
to measuring, understanding and changing behavior, identifying communication patterns
and building trust. So this science also provides an understanding of the role of group
behavior, power and conflict that occurs in organizations (Robbins & Judge, 2016).
In addition, sociology is also a branch of science that understands the relationship
between humans and their social and cultural environment. This science contributes to the
study of group behavior in organizations, especially formal and complex organizations.
Perhaps most importantly, sociologists have studied, organizational culture, formal
organizational theory and structure, organizational technology, communication, power and
conflict and their resolution within organizations. And finally, anthropology also
contributes to the study of human existence and its activities. So the work of
anthropologists essentially helps the science of organizational behavior to understand
differences in basic values, attitudes, and behaviors between people in different countries
and in different organizations (Robbins & Judge, 2016).
D. ORGANIZATIONAL BEHAVIOR MODEL:
Nowadays we learn for several years that organizational behavior should be studied
and applied in management practice. The most popular organizational behavior topics for
current research investigations have been associated with motivation and leadership
theories, job design and satisfaction (Ramaditya et al., 2020). Currently, the emphasis
should be on refining existing theories, clarifying previous assumptions and identifying
relevant contingency variables. Current research essentially reflects the maturing of
organizational behavior as a discipline.
Every organization develops a certain model in which people's behavior takes place.
Organizational behavior models are developed on the basis of management assumptions
about people and the vision of management. Because these assumptions vary greatly, this
results in the development of different models of organizational behavior. Since the
beginning of civilized human society, two alternative approaches have been adopted to
placing trust in people. On the one hand it says "trust everyone unless there is evidence to
the contrary" and from the other hand it says "trust no one unless there is evidence to the
contrary". Naturally, interpersonal interactions proceed differently under these two
approaches. The following description of organizations is worth noting here that most of
their origins tend to be governed by the assumption that people cannot be trusted or relied
upon, even in small matters. Davis has described four models of organizational behavior as
follows: autocratic, custodial, supportive and collegial.
Autocratic Model In the autocratic model, the managerial orientation is towards power.
Managers see authority as the only way to get things done, and employees are expected to
follow orders. The result is a high dependence on the leader. Organizational processes are
largely formalized and authority is delegated through command rights over people in
authority. This model is largely based on McGregor's Theory X assumptions where
humans are thought to dislike work and try to be responsible. A very strict and strict super
vision is required to get the desired performance from them. The autocratic model
represents traditional thinking that rests on the concept of human economy. In many cases,
the autocratic model of organizational behavior may be quite a useful way to achieve
performance, particularly where employees may be motivated by physiological needs.
Furthermore, in the custodial model, the managerial orientation is on the use of money
to play for employee benefits. The model relies on the economic resources of the
organization and its ability to pay benefits. While employees expect to gain security, at the
same time they become highly dependent on the organization. Organizational dependence
reduces personal dependence on the leader. Employees can fulfill their security needs or in
the context of only the maintenance factors of Herzberg's theory. The employees working
under this custodial model feel happy, the performance level is not very high. This is again
similar to Herzberg's satisfaction and dissatisfaction. Since employees get adequate
greetings and organizational security, they are happy. However, they are not authorized to
decide what benefits or rewards they should get. This approach is very similar to the
patrimonial approach with the basic assumption being that it is the management's
prerogative to decide what benefits are most suitable for employees. Such an approach is
still quite common in many business organizations. This phenomenon is more dominant in
family-run business organizations where family characteristics have also been applied to
the organizational setup. The basic ingredient of a family-run system is how parents decide
what is good or bad for their children and managers decide what is good for their
employees. From this point of view, this model is not suitable for mature employees.
Third, the supportive model of organizational behavior relies on managerial leadership
rather than the use of money power. The manager's goal is to support employees in their
achievement of results. The main focus is on employee participation and involvement in
the managerial decision-making process. The model is based on the principles of
supportive relationships in leadership that make the processes of the organization made in
such a way as to ensure the maximum possibility that in all interactions and all
relationships with the organization, each member will remember his background, values,
expectations and personal interests (Rijal et al., 2020).
The manager's role is to help employees accomplish their work rather than to closely
supervise them. It can be applied with more benefit to high-level managers whose lower-
level needs can be reasonably met. Organizations with advanced technology and
employing professional people can also apply this model to get the best out of their human
resources. However, this does not mean that this model can be applied in all conditions.
Davis observed that, the supportive model tends to be particularly effective in countries
with affluence and complex technology, as it appeals to high-level needs and provides
intrinsic motivation factors. It may not be the best model to apply in developing countries.
Because their employees need structures that are often at lower levels and their social
conditions are different. Also, this model can be applied more beneficially to the
managerial level compared to the operations level. Thus, the trend of modern management
is moving towards a supportive model, especially in its management group.
Finally, the collegial model is an extension of the supportive model. The term collegial
refers to a group of people who share a common goal. The collegial model is based on a
team concept where each employee develops a high understanding of others and shares a
common goal. The employee's response to this situation is responsibility. Employees need
little direction and control from management. Control is basically through self-discipline
by team members. The organizational climate is quite conductive for self-fulfillment and
self-actualization. The collegial model tends to be more useful with unprogrammed work
that requires behavioral flexibility, intellectual environment, and work freedom that can be
considered. Various models of organizational behavior are based on assumptions of human
characteristics and how they work best. Since situational variables are powerful factors in
determining organizational processes, managers cannot assume that a particular model is
best suited for all purposes and for all situations. Instead all models will remain in practice
and that too with considerable success.
The model is essentially built around a hierarchy of needs. Since the hierarchy of needs
is not the same for all employees, the same model cannot be used for all of them. The
hierarchy of needs changes according to a person's level in the organization, his/her
education level, maturity level, personality factors and type of work environment.
Considering these factors, a particular model can be applied. Organizational theorists argue
that there is a tendency to adopt the supportive model because in this case people can give
their best because in other models they do not find conditions conducive to giving their
best performance. This is why managers take a number of steps to humanize their
organizations, such as participation, morale building, and so on to make the organization
more effective.
E. SUMMARY MATERIAL:
Organizations have a great influence in our daily lives. They are created by individuals
alone or in groups. When formed, organizations facilitate division of labor, manage large-
scale technology, manage the external environment, minimize transaction costs and exert
power and control. Organizational behavior is very useful in ensuring organizational
effectiveness. In simple terms, organizational behavior is the study of human behavior in
organizational settings. OB is an interdisciplinary subject. It has enriched itself by drawing
principles and concepts form psychology, sociology, anthropology & social psychology.
Organizational behavior offers both challenges and opportunities for managers. It offers a
specialized outlook to enhance the people skills of managers. It recognizes differences and
helps managers to see the value of workforce diversity. It can improve the quality of
employee productivity by showing how to manage how to empower their people. Finally
organizational behavior can offer managers guidance in creating an ethically healthy work
climate.
TASKS AND EVALUATION:
1. What is organizational behavior? Explain the need and importance of organizational
behavior.
2. Describe in detail the discipline's contribution to OB
3. What are the models of organizational behavior? Explain in detail.
4. Name some famous scientists in the history of the development of organizational
behavior and their research results?
5. Explain the difference between organizational behavior, human resources and
organizational theory.
INDIVIDUAL BEHAVIOR AND PERSONALITY
A. INTRODUCTION:
An advanced company or organization is certainly supported by human resources (HR)
who have good abilities. Not only supported by capital and financial resources, human
resources are also a major factor. In addition to the level of hardskill and softskill abilities
that must be possessed by human resources properly, behavior or attitude is also very
important to support performance and teamwork in the organization.
Organizations really need to see and understand each individual's behavior on a daily
basis. Understanding organizational behavior means the same as the organization must also
understand the behavior of the members of the organization. Teams in organizations need
to be understood, both personally (individuals) and as a group.
Performance or behavior in each organization will certainly be different from one
another. The existence of new team members or the culture that exists in the organization
will give color to how each individual behaves. So if we examine, when we want to
discuss, understand organizational behavior, we do not necessarily see organizational
behavior globally. However, more narrowly, we must individually understand how the
members of the organization behave.
The group in the organization is certainly a combination of human resources or
individuals who are each unique, there are no humans who are
100 percent have the same character. Humans will be greatly influenced by various factors
including environmental factors, background, experience, abilities and so on. Therefore,
organizations need effort, take time and money to be able to understand human behavior.
For organizations, of course, the effectiveness factor is the goal so that individuals can
produce faster, higher quality and more perfect performance to achieve the end result of the
work objectives to be achieved and targeted by the organization. This is the task of the
organization, how to think and do the best way, to make each individual in the team,
accustomed to working in teams, can contribute and all team individuals work effectively
and produce high productivity.
Organizational behavior can be interpreted in an attitude and behavior of individuals
and groups in the organization and their interactions with the organizational context itself.
Of course, there are many things that influence individual work behavior in organizations.
Not only determined by one factor, but also influenced by several factors. Apart from
internal factors in the individual, as well as from work environment factors. As expressed
by Gibson (1996). These factors can come from the employee's personal self as well as
from external factors.
Finally, the condition of internal and external factors of each individual will not only
affect personal or individual attitudes and behaviors. However, this condition affects the
final result for the team in the organization. So that efforts are needed to continuously
make improvements (improvement).
If the interaction between individuals and their environment in an organization can run
well. Then it is expected that the results of work behavior will be equally important to
support the performance and sustainability of the organization where the individual is
located, namely:
a. Individuals stay in the organization
If individuals have good interaction behavior with their environment (organization),
then individuals will definitely stay in the organization. Individuals will grow a sense of
desire to maintain their membership in the organization.
b. Individuals want to work.
The existence of positive interactions in the organizational environment, then
individuals while in the work environment, of course, will contribute the best thoughts and
achievements for achieving organizational goals. This is certainly part of the way to be
able to realize the mission of an organization or company. Optimal performance of all
elements in the organization is needed, especially individual employees who must have
positive work behavior so as to be able to produce performance that can contribute to the
success of the organization or company.
B. ORGANIZATION:
In the world of life in society and the business world, of course, there are activities or
activities that must be carried out together. Cooperation and similarity to achieve a
common end goal, of course, this is the basis for us, individually, to form a container or
organization. The need to achieve this goal is why we will need an organization. We want
the goals that already exist or that have been set, to be achieved optimally. By
understanding the importance of organization, it will better help us in carrying out work in
teams as well as possible.
From the description above, in simple or general terms, it can be drawn that an
organization is a forum for a group of people who work together rationally, have the same
goals, and there is a systematic pattern that is guided or controlled to achieve certain goals
using the resources in it.
Humans are inseparable from various activities or activities carried out in their lives.
Among the activities carried out, of course, humans are social creatures, which are not
Humans will never be able to live without the existence and assistance of other humans.
This means that individually humans need the existence of other people around them, to
cooperate, help each other, interact with each other, which is complementary. No human is
perfect, there are always differences between humans. Both regarding one's strengths and
weaknesses, so that by organizing, collaborating, the goals that were previously to be
achieved can be realized easily.
There are many definitions and notions of organization that we can find in various
reference books, which are put forward in more depth by philosophical experts. But if we
want to pull the red thread, in general, all of these definitions have one purpose of
explanation. According to Robbins (2017), the definition of an organization is a
consciously coordinated social entity, with a relatively identifiable boundary, that works on
a relatively continuous basis to achieve a common goal or group of goals. According to the
Big Indonesian Dictionary / (KBBI 2019), the definition of organization is a unit
(arrangement and so on) consisting of parts (people and so on) in associations and so on for
certain purposes.
While in the business world, an organization is a group of people who collaborate to
achieve commercial goals with a clear structure and have a special work culture. As for
organizations in general, namely as a place to jointly achieve goals or goals or benefits that
are beneficial together, as a place to train and increase knowledge, relationships, abilities,
independence and resources owned.
Here are some organizational goals that are generally used as goals of organizational
development, namely:
1. To achieve the common goal of the individuals in the group
2. To achieve the target within the specified time
3. To gain recognition status for its members
4. To increase the independence and capability of the resources owned.
5. Organizations as a place for self-actualization, getting a position in the structural
6. Organizations also aim to get rewards and a clear division of labor between individuals
in the group.
7. Organization as a place to have supervision and power
8. Organizations can also help individuals to grow
9. Organizations also help improve individual abilities
10. The organization provide space and interaction that mutually beneficial interactions
with well-divided cooperation
11. Fostering neighborhoods, groups and helping to manage the environment together
12. The organization aims to accelerate the achievement of goals effectively and efficiently
in accordance with the original purpose of an organization.
C. DEFINITION OF BEHAVIOR:
We often see that a person's behavior will affect the behavior of the environment where
individuals carry out their activities or activities. Be it when doing work, when socializing
and interacting in everyday life. Behavior is also a series of actions made by a person or
individual, organism, system, or artificial entity in relation to itself or its environment. This
action will also have a reciprocal effect or relate to other systems or organisms around it, as
well as the physical environment.
Behavior is the action or activity of humans themselves which has a very broad sense.
Individual behavior can be assessed and seen from various sides. Among other things, it
can be a way of walking, talking, working, learning, writing, reading, and laughing, there
are many more traits that characterize individual behavior.
According to Notoatmodjo (2003), human behavior is all human activities or activities,
both directly observed, and those that cannot be observed by outsiders.
The environment and the individual are a situation where both have the ability to
interact with each other. This can be interpreted that individual behavior can affect the
individual itself, besides that behavior also affects the environment. Vice versa that the
environment, can affect the individual.
D. INDIVIDUAL UNDERSTANDING:
The individual is the smallest unit that forms a society that cannot or cannot be
subdivided into smaller parts. It can be concluded that individuals are the same as seeing or
assessing single humans or individuals. Individuals also have their own characteristics or
identities, have personalities and also specific behaviors and also have a role in their social
environment.
Some opinions also suggest that individuals are also the smallest unit of society. In
social science, individuals also mean the smallest part of a community group that cannot be
separated into smaller parts. In the family environment, which is a small group of the
community environment. A family consists of a father, mother, and children. The father,
mother and children individually constitute the smallest part of the family called the
individual.
Etymologically, the word "individual" is an English adaptation of the Greek
"individium", which means "undivided". This term, of course, refers to the smallest and
most limited entity. So in this case, the individual is a limited unit, namely as an individual
human being not as a whole human being.
The definition of an individual according to the Big Indonesian Dictionary or KBBI
(2019), an individual is a person; a person (separate from others); an organism whose life
is independent, physiologically it is free (does not have an organic relationship with
others).
According to Soekanto (2003) this individual is a living creature created by God who is
equipped with the completeness of life which includes body, race, and harmony.
Individuals are also the smallest unit of society.
Of course, we know that the formation of individual behavior or a person will be
closely related to personal experience in the past. So that experience at the individual level
will greatly affect individual character. As an individual or person, humans are the smallest
individuals that cannot be treated as individuals. Separate between the soul and the body.
So that the integration between physical and spiritual development in daily activities must
always run in balance (integrated).
When individuals experience the conditions of the growth and development process,
humans will certainly have needs. At the beginning of his life for a baby is concerned with
his physical needs, he does not yet care about what happens outside himself. However, a
baby can certainly feel happy when his physical needs are met. In further development, he
will begin to recognize his environment, need a means of communication (language), need
friends, security and so on. In the end, it will interact in the environment, be it
organizations and the like, in order to meet its social and economic needs.
E. GENERAL INDIVIDUAL CHARACTERISTICS :
Humans as individuals in society can generally be ascertained as individuals who are
unique. This uniqueness means that no human characteristics are the same. Referring to the
definition of an individual, we can recognize individuals in general, through the
characteristics inherent in each individual. This characteristic will be seen when he
interacts with his social environment, either in the organization or in the community.
Individuals are also subjects who do something, subjects who have thoughts, subjects
who have wills, subjects who want to have freedom, as well as subjects who give meaning
to something. Individuals are also able to assess their own actions and the results of their
actions. So in short, individuals are subjects who act.
Individuals as creatures that move, therefore individuals also have a distinctive body or
body. Distinctive characteristics that distinguish one from another, despite having the same
general characteristics as humans. But there must be a diversity of uniqueness in each
subject named individual. Therefore, in general, humans as individuals have the following
general characteristics:
F. PERSONALITY:
Personality is an attitude that is inherent in a person and is usually a signature of every
human being. A person's personality tends to be seen in concrete actions, such as what will
be done and will appear on the surface. Everyone's personality is unique, so it is certain
that no human personality in this world will have the exact same personality.
Personality shapes the behavior of every individual. So in order to better understand a
person's behavior in an organization, it is useful to know about his or her personality.
Psychologists tend to think of personality as a dynamic concept that describes the growth
and development of a person's entire psychological system.
By understanding the different types of personalities and characters, we can easily find
out the strengths and weaknesses of each person. And we can understand other people and
realize that differences are not wrong. Precisely with the differences in character that exist
in the personality of each individual in the organization will enrich, will complement each
other. Digging to find and minimize weaknesses, and enlarge existing potential to become
a source of opportunity.
One can easily recognize basic emotions by studying their facial expressions. When he
or she is sad, happy, joyful or excited will be easily recognized by facial expressions.
However, cultures also have norms, which regulate emotional expression, so the way we
experience emotions is not always the same as the way we show them.
There are various theories about personality. The Hippocrates - Galenius theory is a
popular and evolving theory. Hippocrates from Greece introduced the theory that
personality is influenced by four kinds of body fluids, as follows:
a. The nature of heat is found in sanguis (blood)
b. Cold properties found in phlegma (mucus)
c. Dry properties found in chole (yellow bile)
d. Wetness is found in melanchole (black bile)
Later, Hippocrates' theory was perfected by Claudius Galenus. With his theory that if
of the four liquids, there is one liquid that is more or more dominant, this will affect the
formation of certain personalities in humans. The following are the four personalities found
in humans, among others:
1. Choleric → nicknamed the "Strong" because they are often dominant and
competitive. Character traits: Extrovert - doer - optimist.
2. Sanguinis → nicknamed the "Popular" because they are persuasive and want to be
popular.
Character: Extrovert - conversationalist - optimistic
3. Melancholy → nicknamed the "Perfect" for being perfectionistic and organized.
Character: Introvert - thinker - pessimist.
4. Plegmatis → nicknamed the "Peace Lovers" for their loyalty and avoidance of
conflict.
Character: Introvert - observer - pessimist
Of course, if we ask, which of the four forms of personality is the best. The answer is
of course all four personalities, no one is better or worse. This is because each form of
personality has strengths and weaknesses.
Strategies on how to communicate:
To smooth the communication process in an organizational environment, of course, it
is necessary to understand each character of the interlocutor we are dealing with. This aims
to establish Smooth communication, no communication barriers, so there is no need during
the communication process.
G. GOOD PERSONALITY :
Personality is the overall way an individual reacts and interacts with other individuals
in the environment, both in the organizational environment and in the community. In
addition, personality is also often defined as the characteristics that stand out in an
individual. This can be seen in plain sight, how an individual behaves. A simple example is
the attribute "shy personality" applied to a shy person. To people who are outgoing,
friendly and easy to socialize with their environment, the individual is given the attribute
"outgoing personality" and likewise with individuals who are slow and fickle, cowardly,
and the like, the individual is given the attribute "no personality".
Individuals with a good personality will be easily accepted in the environment or
organization. The ability to communicate skills, this is also a valuable provision and as a
basic ability capital in the success of building relationships. Basically, it is difficult for
individuals to get what they want and it is also difficult to understand the wishes and
desires of others, egocentric nature will always exist in individuals.
Great people, if we pay attention, are individuals who have above-average abilities,
especially in terms of relationship building skills with other people. The skill of building
good relationships with other individuals is what will provide provisions for human
success in any field. People succeed in relationships because they are able to communicate
smoothly with others.
Attitudes in organizations are considered important because they influence behavior.
Organizational commitment as part of attitude influences a variety of behaviors essential
for an organization to function effectively. The importance of employee commitment is
reinforced by a series of studies that show there is a strong relationship between
organizational commitment and job performance (Luthans, 2002).
H. INDIVIDUAL BEHAVIOR IN ORGANIZATIONS :
The work achievement of the organization, of course, cannot be separated from how
each individual in the organization can play an active role to contribute and work
performance to the organization. Assessment of the work performance of each individual,
of course, is a strategy and activity of the leaders (superiors) to evaluate the achievement
behavior of each individual and determine the next policy. This activity carried out by the
leader is also an effort to make plans in achieving organizational (company) goals.
With the assessment, of course, as a basis for the organization to follow up. Whether
there will be compensation for individuals to be promoted, career development will be
carried out, or the organization will provide rewards or appreciation in the form of services
(salaries, incentives, etc.) that will be increased.
Factors that affect work performance include mastery of tasks, disciplined work
attitude, motivation to achieve work targets, responsibility for work, work enthusiasm,
initiative, cooperation, contribution of ideas to work in teams, and the ability to cooperate
with other individuals.
Individual behavior in an organization can be interpreted as a person's behavior in
doing something or the way he acts towards an activity by using their skills or thinking
abilities. Of course, the condition of the individual's background or knowledge is an
inseparable part when he applies his abilities in carrying out his duties.
The relationship between superiors - subordinates in the organization also reflects what
individuals as subordinates get from superiors when interacting. Individual behavior in the
organization will be seen how the leader or superior treats his subordinates. When the
leader / boss treats individuals in this case subordinates well, inter-personal relationships
are well fostered, then usually there will be a cooperative relationship in the organization
that will also run well.
Individual behavior is something that a person does, such as talking to managers,
listening to colleagues, compiling reports, typing memos, placing units of goods into
warehouses and so on, as explained by Sofyandi and Garniwa (2007) Individual behavior
is defined as a function of the interaction between individuals and their environment.
Individuals will bring order or behavior in the organization in the form of abilities, ways of
thinking, attitudes, personal beliefs, expectations, needs, and other past experiences.
Attitudes in organizations are considered important because they affect behavior. And
organizational commitment as part of attitudes influences various important behaviors for
the organization to function and run effectively.
Behavior is determined by 2 factors or characteristics. The characteristics in question
are individual characteristics and environmental characteristics. The explanation is as
follows:
a. Individual characteristics that influence individual behavior are: Ability, needs, beliefs,
expectations and past experiences.
b. Influential environmental (organizational) characteristics are: Hierarchy, task,
authority, reward system, control system and so on.
The process of individual interaction in the organization begins with the action given
by the environment, then the body reacts as a response, then this physiological change
gives rise to action in the form of attitude. The response to the action given by the
organizational environment will cause different responses to all individuals. Anger or
emotion is actually part of the expression or overflow of feelings.
However, there are times when organizations often do not allow employees to express
their nature, especially the expression of emotions because it can affect rationality.
However, we cannot deny that every action taken by individuals is still influenced by
emotions. Positive individual behavior will certainly have a positive impact on individuals
in the organizational environment. So that leaders in the organization must also be able to
provide space for individuals to express themselves. Direct and invite thinking.
The effectiveness of an organization, in order to achieve its goals, will be greatly
influenced by the quality of organizational members, especially the behavior of the
members of the organization, in other words, organizational performance depends on
individual performance. Therefore, it is important to see and study the character of each
individual in the organization.
Individual factors are closely related to the attitude or behavior of a human being in the
organization. Individual behavior as a human being is an expression of personality,
perception and mental attitude, that can affect the achievement (performance) of himself
and his organization.
The results of individual work in the organization are also a reflection of the behavior
of each individual. Individual factors are factors within the individual, which distinguish
between one individual and another in doing his job. Situations regarding individual
differences such as attitudes, perceptions and abilities will help a manager in explaining
differences in performance levels. To understand individual differences, managers must:
observe and about differences; study the variables that affect individual behavior; find the
relationship between these variables, Gibson (1996).
I. SUMMARY MATERIAL:
An advanced company or organization is certainly supported by human resources (HR)
who have good abilities. Not only supported by capital and financial resources, human
resources are also a major factor. In addition to the level of hardskill and softskill abilities
that must be possessed by human resources properly, behavior or attitude is also very
important to support performance and teamwork in the organization.
Organizations really need to see and understand each individual's behavior on a daily
basis. Understanding organizational behavior means the same as the organization must also
understand the behavior of the members of the organization. The team in the organization
needs to be understood, both personally (individually) and as a group.
Individual factors are closely related to the attitude or behavior of a human being in the
organization. Individual behavior as a human being is an expression of personality,
perception and mental attitude, which can affect the achievement (performance) of himself
and his organization.
Performance or behavior in each organization will certainly be different from one
another. The existence of new team members or the culture that exists in the organization
will give color to how each individual behaves. So that if we examine, when we want to
discuss, understand behavior organizations, we do not necessarily look at organizational
behavior globally. However, more narrowly, we must individually understand how the
members of the organization behave.
TASKS AND EVALUATION:
1. Explain what is meant by individual behavior in organizations?
2. How important is individual character improvement in organizations?
3. Describe the types of individual characteristics?
4. What does it mean that people behave differently because their abilities are not the
same. Explain?
5. How do you think the behavior of individuals in the organization will affect the
progress of the organization?
