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Summary Organizational Behavior, ISBN: 9780078029363 Behaviour And Communication In Organizations
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Hoofdstuk 1:Organizational behavior:the quest for people centered organizations andethical conduct 2
Why is Zappos.com so good at zapping the competition? 2
Welcome to the world of Organizational behavior (OB) 2
A historical perspective of OB 3
The managerial context: getting things done with and through others 5
Ethics challenge 6
Learning about OB: research and a road map 9
Hoofdstuk 2: Managing diversity: releasing every employee’s potential 10
Why did management ignore complaints of sexual harassment? 10
Defining diversity 10
Building the Business Case for Managing Diversity 11
Barriers and Challenges to Managing Diversity 14
Organizational Practices Used to Effectively manage Diversity 15
Hoofdstuk 3: Organizational Culture, Socialization, and mentoring 16
Organizational Culture: Definition and context 16
Dynamics of Organizational Culture 17
The process of Culture Change 19
The Organizational Socialization Process 20
Embedding Organizational Culture through Mentoring 21
Hoofdstuk 12: Individual and Group Decision Making 23
Models of Decision Making 23
Decision-Making Biases 26
Evidence-Based Decision Making 27
Dynamics of Decision Making 28
Group Decision Making 30
Creativity 32
Hoofdstuk 13: Managing Conflict and Negotiating 33
Conflict: A Modern Perspective 33
Types of conflict 35
Managing conflict 36
Negotiation 39
Conflict Management and Negotiation: A Contingency Approach 40
,Hoofdstuk 1:Organizational behavior:the quest
for people centered organizations and ethical
conduct
Why is Zappos.com so good at zapping the competition?
Tony Hsieh does more than just talk about the importance of his company’s
people: he trusts, empowers and listens to them. Hsieh helped create what Stanford
University’s Jeffrey Pfeffer calls a “people-centered” organization. Research
evidence from companies in both the United States and Germany shows the
following seven people-centered practices to be strongly associated with much
higher profits and significantly lower employee turnover:
1. job security (to eliminate fear of layoffs)
2. Careful hiring (emphasizing a good fit with the company culture)
3. Power to the people (via decentralization and self-managed teams)
4. Generous pay for performance
5. Lots of training
6. Less emphasis on status (to build a “we” feeling)
7. Trust building (through the sharing of critical information)
Importantly, these factors are a package deal, meaning they need to be installed in a
coordinated and systematic manner -- not in bits and pieces. 88% of today’s
organizations don’t have a people-centered organization.
Welcome to the world of Organizational behavior (OB)
Organizational behavior deals with how people act and react in organizations
of all kinds. According to Chester I Barnard’s classic definition, an organization is “a
system of consciously coordinated activities or forces of two or more persons”.
Organizations are a social invention helping us to achieve things collectively that we
could not achieve alone.
Organizations are the chessboard on which the game of life is played. To
know more about organizational behavior --life within organizations-- is to know more
about the nature, possibilities, and rules of that game.
Organizational behavior: An interdisciplinary field
Organizational behavior, commonly referred to as OB, is an interdisciplinary field
dedicated to better understanding and managing people at work. Bij definition,
organizational behavior is both research and application oriented
, A historical perspective of OB
We can better understand where the field of OB is today and where it appears to be
headed by appreciating where it has been and how it is being redirected. 4
significant landmarks in the understanding and management of people in the
workplace:
1. The human relations movement
Mary Parker Follet was way ahead of her time in telling managers to motivate job
performance instead of merely demanding is, a “pull” rather than “push” strategy.
She also built a bridge between political democracy and a cooperative spirit in the
workplace.
○ McGregor's Theory X. The assumptions were pessimistic and negative,
and according to McGregor’s interpretation, typical of how managers
traditionally perceived employees.
○ McGregor’s Theory Y. To help managers break with the negative
tradition, McGregor formulated his theory Y, a modern and positive set
of assumptions about people. Managers could accomplish more
through others by viewing them as self-energized, committed,
responsible, and creative beings.
But his theory is still a distant version in the American workplace.
Despite its shortcomings, the human relations movement opened the door to more
progressive thinking about human nature. Rather than continuing to view employees
as passive economic beings, managers began to see them as active social beings
and took steps to create more humane work environments.
2. The quality movement
During the 1980s and 1990s a full-fledged movement was ensued. Much was
written, said and done about improving the quality of both goods and services.
Thanks to the concept of total quality management (TQM) and Six Sigma
programs, the quality of the goods and services we purchase today is significantly
better than in the past years. Quality is in the corporate DNA today.
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 an everyday matter
○ build teamwork, trust, and mutual respect.
, 3. The internet and social media revolution
In the early 1990s, when Internet start-ups were the rage, advocates said the
Internet would change everything. Then came the tech crash of 2001 and the
Internet promise was ridiculed as pure hype. But after some adolescent growing
pains, the now-mobile internet has in fact changed everything.
What was one e-commerce, has evolved into e-business, using the internet to
facilitate every aspect of running a business.
Another important shift in the internet - enabled by social media innovations -
is the growing importance of user generated content.
4. The age of human and social capital
Knowledge workers, those who add value by using their brains rather than the sweat
of their backs, are more important than ever in today’s global economy. The following
“perfect storm” of current and emerging trends heightens the importance and
urgency of building human capital:
○ spread of advanced technology to developing countries with rapidly
growing middle classes
○ offshoring of
increasingly
sophisticated jobs
○ comparatively poor
math and science
skills among
America's youth
○ massive brain drain
caused by retiring
post
The human capital is the
productive potential of an
individual’s knowledge and
actions. Potential is the operative
word in this intentionally broad
definition.
Social capital is productive
potential resulting from strong
relationships, goodwill, trust, and
cooperative effort. Again, the
work potential is key.
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