APPROACHES OF OB

continuation

RESULTS
RESULTS ORIENTED
ORIENTED APPROACH
APPROACH //
PRODUCTIVITY
PRODUCTIVITY APPROACH
APPROACH
All organizations need

to achieve some
relevant outcomes or
results.
- A dominant goal for
many is to be
PRODUCTIVE.

PRODUCTIVI
It is a ratioTY
that compares units of output with
units of input.
- If more outputs can be produced from the
same amount of inputs, Productivity is
Improved.
- If fewer inputs can be used to produce the
same amount of outputs, productivity has
increased.
It is the measure of how efficiently one

Total Quality
Management (TQM)
Is an integrated attempt to improve quality
of a firms products of services through a
variety of technique and training.

high customer
satisfaction
Building partnerships
Improvements
Training employees

 Knowledge X Skill
=
ABILI

TY
Attitude X Situation
=
MOTIVATI
ONPOTENTIAL
Ability X motivation =

HUMAN
PERFORMANCE

Potential Performance X
Resources X Opportunity
=
ORGANIZATIONAL
RESULTS

A
A SYSTEM
SYSTEM
APPROACH
APPROACH
FUNDAMENTAL ELEMENTS :
1.There are many variables within a
system.
2.The parts of it are interdependent.
3.There are many subsystems
contained within larger system.
4.Systems generally require inputs,

A
A SYSTEM
SYSTEM
APPROACH
APPROACH
FUNDAMENTAL ELEMENTS :
5. The input process output mechanism
is cyclical and self sustaining .
6. Systems produce both positive and
negative results
7. Systems produce both intended and
unintended consequences.
8. The consequences of systems may be
short term, long term, or both.

HOLLISTIC
HOLLISTIC
ORGANIZATIONAL
ORGANIZATIONAL
o Interprets people organization relationships in
BEHAVIOR
BEHAVIOR
terms of the whole person, whole group, whole
organization, and whole social system.

COST BENEFIT
BENEFIT
COST
ANALYSIS
ANALYSIS

o To determine whether potential actions will

have a net positive or net negative effect.

POTENTIAL
POTENTIAL
COSTS
COSTS

COST

BENEFIT
PROPOSED OB
OB
COMP
DEC
PROPOSED
COMP
DEC
ACTIONS
ARE
ANALYSIS
ACTIONS
ARE
IDE
IDE
OF OB OPTIONS
POTENTIAL
POTENTIAL
BENEFITS
BENEFITS

COST BENEFIT ANALYSIS

LIMITATIONS
OF
ORGANIZATION
AL

3 MAJOR
LIMITATIONS OF
1.Behavioral Bias
OB

2.The law of diminishing

Returns
3.Unethical Manipulation of
People

BEHAVIOR
AL BIAS

o Behavioral Bias is a condition which is a

reflection of tunnel vision, in which people
have narrow viewpoints, as if they were
looking through a tunnel. They see only the
tiny view at the other end of the tunnel while
missing the broader landscape.
o Following the behavioral bias...people who
lack system understanding may develop a
behavioral bias, which leads them to develop
a narrow viewpoint that emphasizes
employee satisfaction while overlooking the
broader system of the organization in

LAW OF
DIMINISHING
RETURNS

o In economics the law of diminishing return

refers to a declining amount of extra outputs
when more of a desirable input is added to
an economic situation.
o The law of diminishing returns in
organizational behavior works in a similar
way. According to the law of diminishing
returns, at some point, increases of a
desirable practice produce declining returns,
finally resulting in zero returns, and then
follows negative returns as more increases
are added. The concept means that for any

UNETHICAL
MANIPULATION
OF PEOPLE

o A significant concern about OB is

that its knowledge and
technique, can be used to
manipulate people unethically as
well as to help them develop
their potential.
o The possibility of manipulation
means that people in power in

CONTINUIN
G
CHALLENGE

SEEKING
SEEKING
VARYING
VARYING
QUICK FIXES
FIXES
QUICK

ENVIRONMENT
ENVIRONMENT
LACK OF
OF
SINGLE
LACK
SINGLE
S
S
DEFINITION
DEFINITION

ADVICE TO
FUTURE
MANAGERS

Remember that your actions have implications at

one or more levels of OB. Therefore try to increase
your skills by predicting the results and monitoring
consequences of your decisions.
Discipline yourself to read, and search for
applications of, research and practice.
Create an inventory of the observed differences you
see across your employees. Then state the
implications of those differences.
Identify ethical issues you face. Share these with
your employees so that they understand them

Analyze the organizational results you

are currently responsible for identify
which of the major contributing factors
is most under your control, and develop
a plan for improving that one.

Examine a potential change you are

considering making, identify its costs
and benefits, both direct and
indirect, and use that information to
help determine your decision.

END
DE LA CRUZ,
JERALDENE C,