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Samenvatting Organizational Behaviour
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Organisational behaviourInhoud
0 Introduction............................................................................................................................. 3
0.1 What is a good company to work for? ........................................................................ 3
0.2 Kate Raworth – doughnut economy............................................................................ 5
1 What is organisational behaviour? (relevance of OB) ....................................................... 8
1.1 Why a course in organizational behaviour? ................................................................ 8
1.2 Challenges of organisations today? (in the “new” economy) ................................... 11
1.3 Can OB inform us about the impact of culture and values on organizations? ......... 16
1.4 Prisonner’s dilemma: ..................................................................................................... 17
2 Perception-, value- and personality differences .............................................................. 19
2.1 What is social perception? ........................................................................................ 19
2.2 Stages in the perceptual process ............................................................................... 20
2.2.1 Perceptual errors................................................................................................ 25
2.2.2 Attribution theory .............................................................................................. 27
2.3 Individual performance factors ................................................................................. 29
2.4 Individual differences in personality ......................................................................... 31
2.4.1 Personality determinants: .................................................................................. 31
2.4.2 Nomothetic approach to personality ................................................................. 32
2.4.3 The Idiographic Approach .................................................................................. 38
2.4.4 Emotional intelligence:....................................................................................... 38
2.4.5 Individual differences and workplace diversity ...................................................... 38
2.5 Individual differences in values ...................................................................................... 39
2.5 Individuals differences in attitudes; .......................................................................... 48
3 Motivation ........................................................................................................................ 49
3.1 Empowerment and self-efficacy................................................................................ 50
3.2 How to motivate employees ..................................................................................... 51
3.2.1 Drive theories ..................................................................................................... 51
3.2.2 Content theories ................................................................................................ 52
3.2.3 Process Theories................................................................................................. 56
3.3 Integrating content and process motivation theories .............................................. 59
3.4 Contemporary perspectives on motivation .............................................................. 59
1
, 3.5 Role of the manager .................................................................................................. 60
3.5 Research paper: role of pay admin and pay level ......................................................... 62
3.6 Additional research: state of the art ......................................................................... 64
4 Changing worlds and the design of work ......................................................................... 66
4.1 Intrinsic motivation ........................................................................................................ 66
4.1 Traditional approaches to job design ............................................................................. 66
4.2 Job characteristics model: .............................................................................................. 69
4.3 Goal-setting theory and its links to job design............................................................... 74
5 Groups and teams ................................................................................................................. 80
5.1 Groups ............................................................................................................................ 80
5.2 Factors that affect group performance .......................................................................... 82
5.3 Team working ................................................................................................................. 92
6 Leadership ....................................................................................................................... 102
6.1 Distinction between leadership and management; ..................................................... 102
6.2 Development of traditional theories of leadership ..................................................... 103
6.3 New leadership literature:....................................................................................... 108
6.4 Is an organization a reflection of its leadership? ......................................................... 110
6.5 Responsibility aversion ................................................................................................. 112
6.6 Gender, age and cultural diversity ............................................................................... 114
7 Power ............................................................................................................................. 115
7.1 Power and influence..................................................................................................... 115
7.1.1 Likely sources of power ......................................................................................... 115
7.1.2 Power, authority and obedience........................................................................... 117
7.1.3 Levels of power ......................................................................................................... 118
7.1.4 Managing with power and influence .................................................................... 118
7.1.5 Research on power and influence......................................................................... 119
7.2 Power & Politics in organizations ................................................................................. 125
7.3 Decision making ........................................................................................................... 127
8 Communication and conflict .......................................................................................... 137
8.1 Communication ............................................................................................................ 137
8.2 Conflict ..................................................................................................................... 142
8.3 Managing conflict ......................................................................................................... 144
8.3 Negotation ........................................................................................................... 145
2
,0 Introduction
0.1 What is a good company to work for?
• Salary (has to meet our expectations), room for personal growth, location,…
• A good company to work for offers:
o Quality leadership;
o work/life balance (well-being);
o Team spirit;
o Fair and respectful treatment;
o Personal challenges;
o Recognition;
o Opportunity for promotion;
• Eight factors from the survey of the 100 best companies to work for:
o =leadership, well-being, my manager (feelings towards manager), my team
(towards colleagues, their roles and seniority), fair deal (eg. pay for the work
you’ve done), giving something back (as an organisation to the environment),
my company (feelings towards the employing organisation), (room for)
personal growth;
• But are the best employers the best companies as well?
o Companies need people that are the best workers;
o Companies are only as good as the people that work there;
o Ergo, we need to empower these employees;
3
, ▪ How do employees learn the tricks of the trade, and how do they plan
their career in the company?
▪ How to motivate employees?
▪ Does the organizational climate matter?
▪ What type of leadership is most successful?
▪ Are there obstacles to cooperation and communication within the
organization?
• There has to be a match between organisations and there employees:
o OB is concerned with the study of people within an organization setting. It
involves the understanding, prediction and control of human behaviour. It
looks at practices of organizing and meaning-making, involving thinking,
feeling and acting that are not so dissimilar to everyday life.
▪ Prediction and controlling of the performance;
▪ Subjective experiences of the actors themselves are also worth
studying;
o Organisational behaviour: …is the study of all factors (personal, contextual,
and institutional) that impact individual behaviour or group dynamics within
an organization.
▪ An additional goal is to apply this knowledge to optimize an
organization’s success.
• Personal (psychology);
• Contextual (infrastructure);
• Institutional (policies);
• Decides if there will be commitment;
o The predictions derived from the field benefit an organization’s employees,
management, leaders, as well as anyone who is in any way involved with
organizations.
o The study is multi-disciplinary:
▪ Psychology, sociology, anthropology, economics and political sciences;
o Are OB insights universally applicable?
▪ No → two characteristics of this study:
• Applied focus;
• Contingency approach; The best management practice for an
organisation depends on the circumstances and the people
involved;
o How to do research within the field of OB?
▪ Common sense thinking → wrong! Frequently flawed and based on
misperceptions or even disinformation;
▪ Positivism;
• Natural scientific methods to develop and empirically test
generalizations about behaviour in organisations;
4
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