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Lecture 1ALectures focus on selected themes of the various chapters providing additional explanation.
● Large parts of the book are not covered in the lectures but are part of the literature for the
exam.
● Self-studying is therefore expected and required to pass the course.
● So read the whole book!
For privacy reasons the Q&A sessions will not be recorded. You also should turn your camera on during
the Q&A session.
The workgroups are mandatory. If you fail the group assignment, you get assigned a individual
assignment, this will be graded with a maximum grade of 5.5 (See digital Exam and Total Grade).
Digital exam and total grade:
● The book (all parts and chapters): self studying required!
● The scientific articles in the electronic reader
● The lectures (including presented videos
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Lecture 1B
An organization is: 'A system of consciously coordinated activities or forces of who or more persons'.
There are four common denominators:
● Coordination effort
○ Achieved by policies, rules and regulation
● A common goal
● Division of labour
○ Individuals perform separate but related tasks to achieve the common goal
● Hierarchy of authority
○ Chain of command dedicated to make sure that the right people do the right
things at the right time. This is often reflected in an organizational chart.
Organizational Behaviour (OB) is an interdisciplinary field dedicated to better understanding and
managing people at work (H1, P6). OB indeed draws on knowledge from different disciplines, but is it
really interdisciplinary? But it does not really analyse, synthesize and harmonize links between
disciplines into a coordinated and coherent whole. It is neither a discipline or interdisciplinary, perhaps
multidisciplinary.
Scientific management
The goal with scientific management is creating standards established by facts or throughs gained
through systematic observation, experiment, or reasoning to improve organizational efficiency. This is
also referred to as Taylorism. Some principles of scientific management were ground-breaking:
● Scientific selection and training of people.
, ● Scientific job redesign based on time-motion research.
○ Reducing tasks to basic elements or motions and subsequently redesigning
tasks to reduce the number of elements and motions.
● Work was changed to make the job more efficient and to make the welfare better for
workers. It has a bad reputation, because it is mostly focused on work efficiency, but it is
not only that. It also made life better for workers.
The internet and social media revolution
Makes virtual organizations possible:
● Organizations where people work (parly) independent of location supported by ICT.
● Examples:
○ Teleworking in contact with central office
○ Organizations without an office
○ 'New World of Work'
● People work independent of time and location supported by ICT
and special office design. Based on memo by Bill Gates in 2005.
○ The problem of this concept is, it is mostly used to safe office space and money.
For this concept you have to have a new building, new technologies etc but
most companies experience a lot of difficulties.
Working from home
Research says it is the most productive to work 2 to 3 days from home, and 2 to 3 days at the office.
Research has shown that working from home is more productive, but it all has to do with trust. A
manager needs to trust him employee with working from home to do their work. The biggest problem
with working from home, is that people work to much. Nobody tells them to stop working so people
work way more then they normally would.
Working from home is not for everybody. It can lead to a more divide. Specially highly educated jobs
can do it, and very low educated jobs can do it like call centre work. This could result in a divide.
Working from home can change whole towns, how they look like. If people work from home,
companies don't need very big buildings and stuff like that. So that can change the way city's and towns
look like.
At the moment, about 40% of the people is working from home. 15% expects to keep working from
home full time after the pandemic.
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, Lecture 1C
Diversity
Definition: Represents the multitude of individual differences and similarities that exist among people.
Based on four different layers:
● Personality
● Internal (surface-level) dimensions.
● External (secondary) dimensions.
● Organizational dimensions.
There are positive and negative effects of diverse work environments. There are two perspectives:
● Diversity is good for workgroups:
○ Information/decision-making Theory
● Diversity is bad for workgroups:
○ Social categorization Theory.
Information/decision-making Theory.
Proposes that diverse workgroups should outperform homogenous workgroups because of more
informational diversity:
● Diverse groups are expected to do a better job in earlier phases of problem solving.
○ Because they are more likely to use their diverse background to generate a
more comprehensive view of a problem.
● The existence of diverse perspectives can help groups to brainstorm or uncover more novel
alternatives during problem-solving activities.
● Diversity can enhance the number of contact a group or work unit has at its disposal.
Research on decision making provides evidence for this position.
Social Categorization Theory:
Proposes that similarities and differences are used as a basis for categorizing self and others into
groups, resulting in group dynamics with negative consequences for workgroups.
● Creates 'us (ingroup)' vs 'them (outgroup)' mentality
○ Liking ingroup members, disliking outgroup members
○ Ingroup bias/favouritism and outgroup discrimination
○ Conflict between ingroup and outgroup members.
Research on group dynamics provides evidence for this position. For example, research with the so-
called minimal group paradigm.
Minimal group paradigm there are two groups formed based on an arbitrary criterium, for example
preference for painters. Group members are then asked to divide outcomes among ingroup versus
outgroup members. You see that fellow group members are threatened more nicer then outgroup
members. Even though they don't know each other.
, A Process Model of Diversity
The negative effects of group dynamics are stronger when 'fault lines' are more salient. Making social
categorization more likely. Fault lines are hypothetical dividing lines that may split a group into
subgroups based on one or more attributes.
How can we solve this? Make fault lines less salient by team composition. Strengthen the overarching
identity of the team.
Defining organizational culture
Set of shared, taken-for granted implicit assumptions that a group holds and that determines how it
perceives, thinks about and reacts to its various environments.
● Passed on to new employees through the process of socialization
● Influences our behaviour at work.
Organizational culture is represented on different levels:
● Observable artifacts
○ Consist of the physical manifestation of an organization's culture.
● Manner of dress, myths and stories
● Espoused values
○ Explicitly stated values and norms that are preferred by an organization.
International Organizational Behaviour
Expatriates are people who work in different countries. Cultural differences may lead to culture shock.
Anxiety and doubt caused by an overload of new expectations and cues. Between 10% and 20% of all
managers sent abroad return early because of job dissatisfaction or difficulties in adjusting to foreign
countries.
Hoofdstuk 1 The World of Organizational Behaviour
Total Quality Movement
TQM means that the organization's culture is defined by and supports the constant attainment of
customer satisfaction through an integrated system of tools, techniques and training. This involves the
continuous improvement of organizational processes, resulting in high-quality products and services.
Principles of TQM:
● Do it right the first time to eliminate costly rework and product recalls
● Listen to and learn from customers and employees
● Make continuous improvement and everyday matter
● Build teamwork, trust, and mutual respect
TQM sees people as the key factor to success.
Human capital is the productive potential of an individual's knowledge and actions. Potential is the
operative word in this intentionally broad definition.
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