Summary
Summary ALL lectures for organisational behaviour
- Course
- Institution
Well written bulletpointed summary of organisational behaviour lectures
[Show more]
Seller
Follow
julianaijlstra
Reviews received
Content preview
Power talkRead the case study!
Why is OB important:
● Healthcare setting is a dynamic setting: increasing comorbidity, chronic diseases
○ Organizations must provide more and more complex care, more patient-centered
care
○ Supply doesnt follow this trend, there is an increasing amount of
unfulfilled jobs (so much care isn’t provided) → need to pay more for
care
Best practices and best fit:
● Best practices: universal practices (one size fits all), with idea that some practices are
always a good thing
○ Pfeffers 7 best practices:
■ Selective recruitment and selection
■ Extensive training
■ Performance related pay PRP
■ Teamwork
■ Communication
■ Job security
■ Reduction of status differences
● Best fit: practices must be tweaked to fit the context; best practice could be seen as a
first step which should then be tweaked according to the context of the organization
Chapter 6 Paauwe & Farndale:
● Mechanisms that influence the decision making in organizations:
○ 1) coercive mechanisms: external pressure, power sources stronger than the
organization
○ 2) mimetic mechanisms: benchmarking and imitation of strategies of successful
organizations (in uncertain situations)
○ 3) normative mechanisms: what is considered appropriate in this setting/context
Model SHRM by Paauwe (need to know by heart)
HRM and performance:
● Black box: causal chain
○ Bathtub model; can fit in the black box
○ Intended-actual-perceived HRM
Leadership:
● Different approaches:
○ Trait and skills approach
○ Style approach
, ○ Contingency approach
○ Value approach
● Model of Derue
● Medical leadership
Teams:
● Real team characteristics: difficult to define because it’s context based
○ Clear team boundaries
○ Team member stability
○ Interdependency
○ Reflexivity
○ Shared objectives
● ITEM model: Lemieux-Charles & McGuire (need to know by heart)
○ Use to:
■ Analyze team effectiveness
■ Improve team effectiveness
Professionals:
● Different views on professionalism:
○ 1) a list of traits and behaviors
○ 2) as a role played in society: functionalism
○ 3) as a social construction
○ 4) as means and affect of social control: critical studies
● Deprofessionalization:
○ Different types of autonomy (compliance to resistance?)
○ Is there deprofessionalization, how bad is it
● Strategies knowledge management: Waring & Currie
Organizational behavior and context
Organizational behavior:
● = a field of study that investigates the impact that individuals, groups, and structure have
on behavior within organizations, for the purpose of applying such knowledge toward
improving an organizations effectiveness
● In healthcare: dynamic, demanding and challenging
Human Resource Management HRM:
● Definition (Boselie 2002):
○ Human: employement relationship employer-employee
○ Resource: human capital; employees as resources to achieve organizational
succes through knowledge, skills and competencies
○ Management: activities to let employees act in a desired way in order to achieve
organizational succes
○ = how you can practically influence behavior
● Definition (Boxall 2007):
, ○ The management of work and people towards desired ends
● Definition (Boselie 2010):
○ HRM involves management decisions related to policies and practices that
together shape the employment relationship and are aimed at achieving
individual, organizational, and societal goals
● Evolution of HRM:
Traditional Personnel Management Human Resource Management
Instrumental and operational (focus on Strategic, contribute to organizational
administrationa and legislation) succes
Focus on HR instruments: eg Also focus on work design: eg
recruitment, selection, training, autonomy, teamwork, job enlargement
rewards
Employees represent costs Employees represent human capital
Responsibility of personnel Shared responsibility (ie line
department management)
○Major developments in HRM:
■ Managing talent
■ Managing work-life balance
■ Managing change and cultural transformation
■ Becoming a learning organization
■ Improving leadership development
● HRM approaches:
○ Hard HRM vs Soft HRM:
■ Hard HRM: Human Resource Management (= added values)
■ Soft HRM: Human Resource Management (= moral values)
Strategic HRM (= SHRM):
● = the pattern of planned human resource deployments and activities intended to enable
an organization to achieve its goals (Wright & MacMahan 1992)
○ Involves all of the activities that are implemented by an organization to affect the
behavior of individuals in an effort to implement the strategic needs of a business
○ = combining your HRM into your business strategy
● Foundational models of (S)HRM:
○ Michigan model (Fombrun): Narrow
■ Hard HRM: humans as costs; focus on recruitment and payment
■ mcGregor: Theory X
■ Incentived to perform
■ Organizational strategy and mission are central
, ■
○ Harvard model (Beer): Broad
■ Soft HRM: humans as assets; focus on training
■ McGregor: Theory Y
■ HRM facilitates
■ Employees are central
■ Multiple performance measures
■ All about the process; well-being etc
■
● In search for synthesis (Paauwe 2015):
○ Strategic: added value, economic rationality, efficient, effective, flexibility, quality,
innovativeness
○ Human: moral values, relational rationality, fairness, legitimacy, participation,
sustainability, solidarity/trust
○ Unique approaches for sustainable competitive advantage
● HR practices/systems:
○ Individual practices
○ HRM system/HPWS: bundle of HR activities that increase organizational
performance
■ 1) empowerment-enhancing bundles
● Employee involvement in influencing work process/outcomes
● Formal grievance procedure and complaint resolution systems
● Job enrichment (skill flexibility, job variety, responsibility)
● Self-managed or autonomous work groups
● Employee participation in decision making
● Systems to encourage feedback from employees
■ 2) motivation-enhancing bundles
● Formal performance appraisal process
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller julianaijlstra. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $8.36. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
64257 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 15 years now
Recently viewed by you
Summary ·
Samenvatting colleges SMOR
Exam (elaborations) ·
JURISPRUDENCE EXAM |380 QUESTIONS AND ANSWERS.
Exam (elaborations) ·
Exam (elaborations) Essentials of Psychiatric Mental Health Nursing 4th Edition Varcarolis Nursing Test Banks.
