Summary

Samenvatting organizational behavior

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Course
Gedrag en communicatie in organisaties (S_GCO)

Institution
Vrije Universiteit Amsterdam (VU)

This is a summary of items 1 to 16 of the book organizational behavior written by Kreitner and Kinicki with pictures of different characters to better understand issues like need theories. Chapter 18 has also been summarized by means of college notes.

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Uploaded on March 30, 2023
Number of pages 49
Written in 2022/2023
Type Summary

organizational behavior
communication
power
politics
motivation
culture
organizational culture
managers
norms and values
need theories
process theories

Institution
Vrije Universiteit Amsterdam (VU)
Education
Bestuurs- en organisatiewetenschap
Course
Gedrag en communicatie in organisaties (S_GCO)

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Hoofdstuk 1
People centered organizations:

 People are important, you need to trust and empower them to make sure they can work to
their full potential. 7 people centered strategies that are related to more profit and less
turnover.
o Job security à to eliminate fear of layoffs
o Careful hiring à emphasizing a good fit with the company culture
o Power to the people à via decentralization and self-management teams
o Generous pay for performance
o Lots of training
o Less emphasis on status
o Trust building

Organizational behavior (OB)

 Deals with how people act and react in organizations of all kinds. An organization is a
system of consciously coordinated activities or forces of two or more persons ( Chester I
Bernard). They are a social invention helping us to achieve things collectively that we
would not achieve alone.
 OB is an interdisciplinary field, it is dedicated to better understanding and managing people
at work. The 3 basic levels are individual, group and organizational. And it draws information
from sociology, statistics etc.
 A historical perspective of OB:
o Scientific management (1880-1930): Creating standards established by facts or truths
gained through systematic observation, experiment, or reasoning to improve
organizational efficiency.
 Taylorism à founder is Frederick Taylor
 Negative connotations because it is associated with mass production,
assembly line, negative perception of workers.
 Ground breaking because scientific selection and training of people and
scientific job redesign based on time-motion research
o Human relations movement (1930-1970): From a negative set to a positive set of
assumptions about people. McGregor ‘s theory X and Y explains this view of people
as workers more.
o Quality movement (1980s) à TQM
o The internet and social media movement (1990s): Virtual organizations:
organizations where people work (partly) independent of location supported by ICT.
Examples are teleworking, organizations without an office, working from home etc.

Quality movement or total quality movement (TQM):

 “if Japan can why can’t we” this quote caused north American companies to create new
production processes. Better products and practical implications for managing people which
are still used today.
 TQM: continuous customer centered, employee driven improvement. TQM principles are
embedded in the organizational culture. Principles:
o Doing right the first time to eliminate costly rework and product recalls
o Listen to and learn from customers and employees

, o Make continuous improvement an everyday matter
o Build teamwork, trust and mutual respect
 Deming legacy: W Edwards Deming called for the following
o Formal training in statistical process control techniques and teamwork
o Helpful leadership
o Elimination of fear so employees will feel free to ask questions
o Emphasis on continuous process improvements rather than on numerical quotas
o Teamwork
o Eliminations of barriers to good workmanship.
 He came up with the 85-15 rule, 85% chance the system is at fault and 15% chance it is an
individual employees fault
 TQM: advocates have made a valuable contribution to the field of OB providing a practical
context for managing people.

The need to build human and social capital:

 Knowledge workers, those who add value by using their brains, are more important than
ever in today’s global economy. Importance of building human capital is heightened.
o Spread of advanced technology to developing countries with rapidly growing middle
classes
o Offshoring of increasingly sophisticated jobs
o Comparatively poor math and science skills among America’s youth
o Massive brain drain caused by retiring post world war II baby boom generation
 Human capital: The productive potential of an individual’s knowledge and action. Potential is
the operative word in this intentionally broad definition. The educating and obtaining of
human capital is seen as one of the hardest things for companies.
 Social capital: Productive potential resulting from strong relationships, goodwill, trust and
cooperative effort. Potential is key again because social capital is endangered in companies.
 Growth depends on the timely sharing of valuable knowledge.

Managerial context

 Managers touch our lives in many ways. Management is the process of working with and
through others to achieve organizational objectives efficiently and ethically in the face of
constant change. The quality of management can make a big difference for employees and
customers.
 Henry mitzberg: Typical days of managers are a fragmented collection of brief episodes.
Interruptions are common and long blocks of 1 task are not.
 Clark Wilson: Skills exhibited by an affective manager
o Clarifies goals and objectives
o Encouragers participation
o Plans and organizes
o Has technical and administrative expertise
o Facilitates work
o Provides feedback
o Keeps things moving
o Controls details
o Pressure for goal accomplishment
o Empowers and delegates key duties

, o Recognizes good performance
 The Wilson managerial skills research gives four useful lessons
o Dealing effectively with people is what management is all about
o Managers with high skill mastery tend to have better subunit performance and
employees morale
o Effective female and male managers do not have significantly different skill profiles,
contract to claims in the popular business press in recent years
o When selecting individuals for promotion to managerial positions those who are
arrogant, insensitive and defensive should be avoided.
 Contingency approach to management: calls for using management techniques in a
situationally appropriate manned instead of trying to rely on one best way. As a manager you
have to look at the situational context. à also be flexible to adapt

Ethics:

 OB can also help avoid misbehavior. Ethics involves the
study of moral issues and moral choices. It is concerned
with right versus wrong. You can understand ethics
better in the OB context with 5 models
 Corporate social responsibility (CSR): Corporations are
expected to go above and beyond following the law and
making profit. Carrol (pyramid) emphasizes that each
level needs to be solid in the structure is to stand.
 Erosion of morality: Local norms and culture need to be
taken into consideration because the ways how
managers do their job need to be different. Unethical behavior occurs at all organizational
levels but lower-level employees tend to be more negative about the ethics in their
organization than senior executives. Lower-level managers act more unethical because they
want to impress their boss more.
 7 moral principles: Dignity of human life, Autonomy, Honesty, Loyalty, Fairness, Humaneness,
The common good
 How to improve the organization’s ethical climate: Improving workplace ethics can have
positive impact on the bottom line. Profitability is enhanced by reputation for honesty and
corporate citizenship. It can also impact the quality of people who apply to work in an
organization. Improving job ethics can be done by:
o Behave ethically yourself
o Screen potential employees.
o Develop a meaningful code of ethics
o Provide ethics training
o Reinforce ethical behavior.
o Create positions, units etc. to deal with ethics
o Create a climate where whistle-blowing (when an employee reports a perceived
unethical activity to a third party such as media) becomes unnecessary.

Hoofdstuk 2
Defining diversity

, o Diversity represents the multitude of individual differences and
similarities that exist among people. Managing diversity is important
o There are 4 layers to diversity, taken together these layers define your
personal identity and influence how each of us sees the world
o Affirmative action and managing diversity: You need to recognize the
contribution every unique employee can make.
o Equal employment opportunity (EEO) legislation. The goal is to outlaw
discrimination and to encourage organization to prevent it.
o Discrimination occurs when employment decisions about an individual are due to
reasons not associated with performance or the job.
o In contrast to EEO is affirmative action, this is an artificial intervention aimed at giving
management a chance to correct an imbalance, injustice, mistake or outright discrimination
that occurred in the past.
o It does not always work, because white males or non-democrats do not support this
view
o Managing diversity entails enabling people to perform up to their maximum potential. It
focusses on organizational culture. 3 key strategies for successfully managing diversity are
education, enforcement and exposure (Ann Morrison)

Building the business case for managing diversity

o The main reason for managing diversity is the ability to grow and maintain a business in an
increasingly competitive marketplace. Companies perform better when the management
team is diverse and collocated in the same location.
o Workplace demographics are statistical profiles of the characteristics and composition of the
adult working population. They have a lot of value to managers. Experts have found 4
demographic based characteristics of the workforce
o Women navigate a labyrinth after breaking the glass ceiling. Glass ceiling means the
invisible barrier blocking women and minorities from top management positions. The
word labyrinth is used because the path that women follow is not direct or simple.
o Racial groups are encountering a glass ceiling and perceived discrimination.
o There is a mismatch between workers educational attainment an occupational
requirements. There are trends that show a mismatch between the degrees of
employees and the actual skills that are needed for the job.
o Generational differences in an aging workforce. Loss of skill because the baby-
boomers are retiring and managing the 4 age groups is hard.

Managerial implication of demographic diversity

o Managing gender-based diversity: Special effort is needed to help women navigate through
the labyrinth of career success. Organizations can do this by providing women the
developmental assignments that prepare them for promotional opportunities. Women can
also help themselves by following the 7 recommendations proposed by Eagly and Carly
o Seek mentors and sponsors
o Network to build social capital
o Seek work/life balance by delegating housework or hiring domestic help
o Improve you negotiating skills
o Take credit for accomplishments

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