Chapter 2

PEOPLE and
ORGANIZATION

Presented by: Beverly B. Banan

1st Semester, 2009-2010
MBA, Olivarez College
 HUMAN BEHAVIOR and MIS

What is Human Information Behavior?

It is a collective observable set of actions performed by a

person once he/she receives information. These
information may be examined, processed, passed on to
others, combined with other information or even ignored.
Thomas Davenport’s writings started the most significant call for
more attention to be paid to information behavior . In his book
Information Ecology, he describes information behavior in terms
of:

"...how individuals approach and handle information. This includes

searching for it, using it, modifying it, sharing it, hoarding it, even
ignoring it. Consequently, when we manage information behavior,
we're attempting to improve the overall effectiveness of an
organization's information environment through concerted action."
(Davenport, 1997: 83-84)
PATTERNS in INFORMATION INFORMATION
BEHAVIOR defines CULTURE

"Some widely publicized technologies

...can help capture and disseminate
organizational knowledge, but they're of
little help if the people involved aren't
already predisposed to use information
effectively." (Davenport, 1997: 85)
Davenport identified "three critical types of information
behavior that improve a company's information
environment": [p.87]

1.Sharing information: "...the voluntary act of

making information available to others." [p.87] This
may involve hierarchically horizontal information
transfer (peer-to-peer), as opposed to the involuntary
information reporting structures based on hierarchy in
the organization.

2.Handling information overload: processing

voluminous information so that focus and attention
(limited as it is) can be channeled to that which is most
useful and relevant to the immediate work
environment.

3.Dealing with multiple meanings: recognizing the

fact that business-relevant information terminologies
may have different meanings across different
functional groups within the organization.
 ORGANIZATIONAL CHARACTERISTICS

Some organizational characteristics that will influence

the success of the IS initiatives of the company:

The size of the organization including the number of employees and

SIZE capitalization will determine the success of IS initiatives undertaken
by the company. (provincial/regional locations can also be a factor)

The extent of support by management in terms of the

RESOURCES available resources in terms of the physical capital and
material goods will spell out how effective and efficient
the IS program can be.
 ORGANIZATIONAL CHARACTERISTICS

Some organizational characteristics that will influence

the success of the IS initiatives of the company.

The company’s organizational culture will define how

CULTURE the members will respond to changes especially in
technology and in initiatives that will affect their
workflow and how they carry out their duties.

This describes the measure of how determined the

TENACITY organization is in achieving the goals they have set.
 The MIS Function in Organization
Support
Services
Group

Human Management
Resources Purchasing
Information
Department
Department System
Some Expectations…
•Automate Systems
•Facilitate turn-over time
•Provide accurate information at the least possible time
•Support/improve existing systems
SPECIFIC FUNCTIONS IN THE HUMAN RESOURCES DEPARTMENT

• EMPLOYEE RECORD MANAGEMENT

• The high volume of personnel records must be kept in an
orderly manner thru an HR Information System (HRIS)
• It is essential so that records are kept properly and
government regulations are adhered to such as Statutory
Benefits and Tax deductions.

• PROMOTION and RECRUITMENT

• Database selection speeds up the process of selecting
the candidate with the basic qualifications for a given
vacancy
• Web search companies
SPECIFIC FUNCTIONS IN THE HUMAN RESOURCES DEPARTMENT

• Training
• Improving employee skills through multimedia
software training (for manufacturing and service
sectors)

• Evaluation
• Evaluation software can help ascertain the objectivity and
consistency in the conduct of performance evaluations.

• Compensation and Benefits Management

• Salaries, hourly pay and commissions can be better
managed with an IS in place including taxes,
computations of overtime pay, holiday pay and night
differential
 ORGANIZATIONAL BEHAVIOR

MODELS OF ORGANIZATIONAL BEHAVIOR

• Autocratic - there is an autonomy of power in this model

 performance result is minimal

• Custodial - the orientation of employees in this model is

security and benefits and dependence on the
organization

 performance result is passive cooperation

 ORGANIZATIONAL BEHAVIOR

MODELS OF ORGANIZATIONAL BEHAVIOR

• Supportive - leadership with a managerial orientation of

support; the employees are oriented towards
job performance and participation; the needs of
status and recognition are met

 performance result is awaked drives

• Collegial - partnership with a managerial orientation of

teamwork; responsible behavior and self-discipline
are the employees’ orientation; the need of self-
actualization is realized

 performance result is moderate enthusiasm