Xavier University Ateneo de Cagayan

Graduate School

ORGANIZATIONAL BEHAVIOR AND DEVELOPMENT

Submitted to:

MICHEAL B. ROA, DPA

PA 200 Introduction to Public Administration

Submitted by:

Cabig, Kenneth Babe U.

Maandig, Mymie B.

Poliquit, Kristine Mae L.

Tumanda, Ma. Joesie Lou B.

 ORGANIZATIONAL BEHAVIOR AND DEVELOPMENT

I. DECISION MAKING

Decision Making is one of the primary responsibility of a manager. The dominant factor in
organizational decision is the existence of a power structure. It is for these reason that decision making
takes many forms. The managers decision is a commitment both organizational and personal. Decisions
are inter-related. A change in one field affects the others. Managers/s involves in the decision making
process because many decisions generate to other decisions to be carried out by a series of related and
increasingly detailed decisions. Decision making is both a managerial function and an organizational
process. Definitely, a manager cannot work in isolation. And subsequently requires action of other
people.

II. MOTIVATION

Motivation is derived from the Latin word movere which means to move or to energize or
to activate.

NATURE OF MOTIVATION:

-Based on motives
-Affected by motivating
-Goal directed behavior
-Related to satisfaction
-Person is motivated in totality
-Complex process

MOTIVATIONAL CONCEPTS:

-Intrinsic and
-Extrinsic motivation

THEORIES OF MOTIVATION:

-DRIVE THEORY
-Incentive theories
-Maslows theory of human motivation

DRIVE THEORY:
This theory might be described as push theory of motivation. Here, the behavior is pushed
towards goals by driving states within a person. When an internal driving state is aroused, the individual
is pushed to engage in behavior which will lead to a goal that reduces the intensity of driving state.
INCENTIVE THEORY:
Incentive means the motivational value of a re-enforcer. In contrast with the push of drive
theories, incentive theories are pull theories of motivation. Because of certain characteristics they have,
the goal objects pull behavior towards them.

Maslow theory of human motivation:

According to him, needs at the lower levels of the hierarchy dominate an individuals motiv-ation
as they are unsatisfied. Once, these are adequately satisfied, however, the higher needs occupy the
individuals attention and efforts.

MOTIVATIONAL PRACTICES IN GOVERNMENT SERVICE

- Recruitment and Selection
-Appointment
-Promotion
-Reassignment
-Reduction in Force
-Career and Personnel Development
-Merit promotion plan
-Performance appraisal system
-Staff development plan
 -Accreditation
-Scholarship
-Employee Suggestions and Incentives rewards system
-Employee Relation
-Complaints and grievances
-Leave
-Administrative discipline
-Retirement

III. COMMUNICATION

Communication is derived from the latin word Communis which means common. In public
administration, communication performs vital function in the management of the organization.
Management cannot be perform without communication. It is considered as an essential part of any
management plan and operation.

COMMUNICATION AND MANAGEMENT

Communication is not only an integral part of the management process but is the management
itself. It is a two way process in which both the sender and the receiver of the message must be
cooperate with each other to establish common understanding.

Process of Communication
INTERPERSONAL COMMUNICATION
Interpersonal communication is the communication between two people but can involve more
in informal conversations. The primary purpose of communication is to influence others. The influence
of an individual with others depends on his position in the hierarchy, his competence and the existence
of a complete and sensitized communication system.

EFFECTIVE COMMUNICATION
Effective communication is an essential management tool in attaining the goals of the
organization.

IV. LEADERSHIP

Leadership is the ability to influence the behavior of other people. The leader exerts influence in
order to accomplish the objectives, according to Richard Johnson, Fremont E. Kast and James E.
Rosenweig.

ELEMENTS OF LEADERSHIP
-Interpersonal influence
-Rising to situations
-Strong communication skill
-Ability to direct the attainment of a specific goal or goals
Styles of leadership

The three major styles of leadership are (U.S. Army Handbook, 1973) :

Authoritarian or autocratic
-Participative or democratic
-Delegative or Free Reign

Autocratic The authoritarian leader makes decisions alone as power is centralized in one person.
Decisions are enforced using rewards and the fear of punishment. it is an abusive, unprofessional style
called bossing people around.

Democratic- The participative leader include one or more employees in the decision making process.
Communication flow freely; suggestions are made in both directions. The participation encourages
member commitment to the final decision.

Laissez-faire- The free-rein leader gives power to subordinates to make the decisions. However, the
leader is still responsible for the decisions that are made. This is used when employees are able to
analyze the situation.

IV. PROGRAM EVALUATION

EVALUATION

Evaluation is a management responsibility. It is a managerial technique designed to maximize

the use of organizations limited resources in the attainment of its plan goals.
-It is a management tool used to make appraisals or value judgment based on all types of data both
qualitative and quantitative.

- For the conduct of evaluation it requires resources. However the resources to be provided should be
within the framework of the project being undertaken

DIMENSIONS OF EVALUATION

Evaluation embraces 3 fundamentally different types of assessments:

-Performance appraisal
-Management audit
-Impact assessment

PRINCIPLES OF EVALUATION

-Evaluation must be conducted in terms of purposes

-Evaluation must be cooperative
-Evaluation must be continuous
-Evaluation must be specific
-Evaluation must provide the means and focus for the change agents to appraise themselves for their
practices and outputs
-Evaluation must be based on uniform objective methods and standards

V. ORGANIZATIONAL DEVELOPMENT

ORGANZATIONAL CHANGE

All nations are faced with numerous problems the solutions of which demand the collective action of all
section of society.

-One of the measurements of an ideal public official is the responsive administration of his organization
to the needs of his people.

-No organization can go along indefinitely without any changes within itself. Change is necessary
because its growth or change in its environment. As an organization, government is an open system in
constant interaction with its environment

CHANGE IS COMING
-Pres. Rodrigo Duterte

DRIVING FORCE OF ORGANIZATIOAL CHANGE

-Environment
-Goals and Values
-Technical
-Structural
-Psychological

ORGANIZATIONAL STRATEGIES FOR CHANGE

-Persuasion - attempt to produce attitudinal and behavioral changes in people using the normal
channels of management process.

-Compulsion- manipulation of rewards or punishments to get people to adopt the recommended

management practices.

ORGANIZATIONAL DEVELOPMENT

An organization is required to adopt and cope with change to survive, if not to grow. It is required to
innovate. For that, organizational development will continue to be used by the public officials. However,
without the total awareness of the over-all concept of the social, economic and political system of
society, it is sure to fail.

VI. VALUE AND ETHICS OF PUBLIC RESPONSIBILITY

ETHICAL BEHAVIOR
-what is accepted as good and right in the context of the governing moral code

VALUES
-broad beliefs about what is or is not appropriate behavior

PUBLIC OFFICE

Public office is both a duty and a position of great importance in a government bureaucracy. Public
office is a public trust. Public officers and employees must at all times be accountable to the people,
serve them with utmost responsibility, integrity and loyalty, and efficiency, act with patriotism and
justice, and lead modest lives.

Values of public administration is the sum of the values of the people in a society it serves. It changes
rapidly as do the peoples values.

ADMINISTRATIVE ETHICS

-Ethics is a way of life

-Societys view of what constitutes appropriate behavior by its public officials

Ethical Dilemmas

Confronting conflicting responsibilities is the most typical way public administrators experience ethical
dilemmas.
- Terry Cooper

Nine Factors of Negative Behavior in Government

1. The difficulty of coping with economic realities

2. Excessive desire for wealth and the good life
3. Low moral standards or values
4. An administrative behavior that facilitates or supports corruption
5. Strong corrupting influence of clients
6. Bad example set by the leadership
7. The kinship system
8. A cumbersome system of justice
9. Unenforceable and obsolete laws

Code of Ethics for Public Service

Code of Ethics as a self-regulation manual among professionals

For most public servants the taking of an oath of loyalty merely formalizes a resolution already made. It
amounts to an outer expression of an inner dedication - the legal aspects of a code of ethics by which
the public employee is guided in all his official acts and by which he expects all his fellow workers to
proceed
-John A. Vieg

Executive order no. 217

1. Have faith in Divine Providence that guides the destinies of men and nations.
2. Love your country for it is the home of your people, the seat of your affections, and the source of your
happiness and well being. Its defense is your primary duty. Be ready at all times to sacrifice and die for it
if necessary.
3. Respect the Constitution which is the expression of your sovereign will. The government is your
government. It has been established for your safety and welfare. Obey the laws and see that they are
observed by all and that public officials comply their duties.
4. Pay your taxes willingly and promptly. Citizenship implies not only rights but also obligations.
5. Safeguard the purity of suffrage and abide by the decisions of the majority.
6. Love and respect your parents. It is your duty to serve them gratefully and well.
7. Value your honor as you value your life. Poverty with honor is preferable to wealth with dishonor.
8. Lead a clean and frugal life. Do not indulge in frivolity or pretense. Be simple in your dress and modest
in your behavior.
9. Live up to the noble traditions of your people. Venerate the memory of the heroes. Their lives point
the way to duty and honor.
10. Be industrious. Be not afraid or ashamed to do manual labor. Productive toil is conducive to
economic security and adds to wealth of the nation.
11. Rely on your efforts for your progress and happiness. Be not easily discouraged. Persevere in the
pursuit of your legitimate ambitions.
12. Do your work cheerfully, thoroughly and well. Work badly is worse than work undone. Do not leave
for tomorrow what you can do today.
13. Contribute to the welfare of your community and promote social justice. You do not live for yourself
and your families alone. You are part of society to which you owe definite responsibilities.
14. Cultivate the habit of using goods made in the Philippines. Patronize the product and trades of
your countrymen.
15. Use and develop our natural resources and conserve them for posterity. They are inalienable
heritage of its people. Do not traffic with your citizenship.

CODE OF ETHICS FOR PUBLIC OFFICERS AND EMPLOYEES

I. Respect and uphold the Constitution and laws of the Republic of the Philippines.

II. Observe the highest standard of morality, integrity, honesty, loyalty, and devotion to the public weal.

III. Perform his tasks thoroughly, faithfully, and efficiently.

IV. Be physically and mentally fit for public service and live within his income.

V. Expose corrupt practices in the public services without fear or favor.

VI. Serve the public courteously, justly and impartially regardless of kinship, friendship, social standing,
religious or political differences

VII. Discharge duties promptly without thought of gifts, benefits or any remuneration which may
influence the proper performance of official functions.

VIII. Engage in no business with the Government or with any private party, either directly or indirectly,
which will be inconsistent with his position as a public servant.

IX. Divulge no confidential information coming to him by the nature of his office or duties.

X. Uphold, respect, and observe these principles, ever conscious that public office is a public trust which
he should neither violate, nor should he allow suspicion to raise that such has been abused or betrayed.
References:

Jose P. Leveriza. Chapter 20: Value and Ethics of Public Responsibility. Public Administration: The
Business of Government. Second Edition