100% satisfaction guarantee Immediately available after payment Both online and in PDF No strings attached
logo-home
Summary and College Notes BCO (JRC) $7.52
Add to cart

Class notes

Summary and College Notes BCO (JRC)

 26 views  2 purchases
  • Course
  • Institution
  • Book

Summary and College Notes BCO (JRC)

Preview 4 out of 31  pages

  • September 25, 2021
  • 31
  • 2019/2020
  • Class notes
  • Ouwerkerk
  • All classes
avatar-seller
Behavior and Communication in Organizations

Lecture 1: Introduction

Organizations
An organization is a system of consciously coordinated activities or forced of two or more
persons

Four common denominators:
1. Coordination of effort
a. Achieved by policies, rules and regulations
2. A common goal
3. Division of labour
a. Individuals perform separate but related tasks to achieve the common goals
4. Hierarchy of authority
a. Chain of command dedicated to make sure that the right people do the right
things at the right time


Organizational behavior (OB)
An interdisciplinary field dedicated to better understanding and managing people at work,
OB draws on knowledge from different disciplines. It is in reality not really interdisciplinary;
it is more multidisciplinary.

A historical perspective
 Scientific Management Movement: creating standards to improve efficiency
o Taylorism
o Negative connotation because of mass production and McGregor theory X,
but it is also positive because some principles were ground-breaking (job (re)
design)

Diversity
Represent the multitude of individual differences and similarities that exist among people,
based on four different layers
1. Personality
2. Internal dimension (age, gender, race)
3. External dimension (religion, educational background)
4. Organizational dimensions

There are two perspective on diversity in organizations:
o Diversity is good for workgroups  Information/decision-making theory
 Diverse group are better in problem solving
 It stimulates brainstorming and contact between group members
o Diversity is bad for workgroups  Social Categorization Theory
 Creates ‘us versus them’ mentality
 Conflict between ingroups and outgroups

,A process model of diversity:
You want to avoid fault lines: hypothetically dividing lines that may spilt groups into
subgroups based on or more dimensions. To avoid fault lines:
 make a good team composition  cross-categorization
 strengthen the overarching identity of the team


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 varus environments. Passed on to new
employees through the process of socialization.

Organizational culture is represented on different levels
- Observed artefacts: consist of the physical manifestation of an organizational culture
- Espoused values: explicitly stated values and norms that are preferred by an organization


International OB

Societal culture: a set of beliefs and values about what is desirable and undesirable in
community of people, and a set of formal or informal practises to support the values.
 employees bring their societal culture to work with them in the form of customs and
languages.




Cultural differences may lead to culture shock. Best defence is comprehensive cross-cultural
training, including intensive language study

,Lecture 2: Attitudes and Behavior

Self-concept: The concept the individual has of him or herself

Important parts of one’s self-concept:

1. Self-esteem: believe about one’s own self-worth based on an overall self-evaluation
- Striving for a positive self-evaluation is important for human behavior
- Self-esteem is affected by:
o Downward social comparisons
o Upward social comparison

2. Self-efficacy: A person’s belief about his chances of successfully accomplishing a
specific task
What are the sources of self-efficacy beliefs?
- Prior experience
- Behavior models  observing others / upward social comparisons
- Persuasion form others
o Pygmalion effect  someone’s high expectations for another person result in
high self-efficacy and performance from that person.
o Golem effect  someone’s low expectation for another person results in low
self-efficacy and performance for that person.
o Galatea effect  an individual’s high expectations lead to high performances
- Assessment of physical/emotional state

3. Self-monitoring: The extent to which a person observes her self-expressive behavior
and adapts it to the demands of the situation

4. Organizational identification
- Social identity theory: Peoples self-concept is formed not only by their personal
identity, but also their social identity. Social identity derives from the knowledge of
membership of a social group together with the value and emotional significance
attached to that membership
o cognitive element  people are aware of their group memberships
o evaluative element  people attached value to their group members
o affective element  group members have emotional significance

People strive for a positive self-evaluation and group-evaluation. But how to deal with a low
group status?
- Outgroup favouritisms: acknowledging inferior status
- Individual mobility: weaken the ties with one’s groups to try to become a member of
a better group
- Social competition: Improve status of one’s group.
- Social creativity: choose other groups to compare with or change values of the group.

Organizational identification is strongly related to organizational commitment.

, 5. Organizational commitment
Model of Mayer and Allen: three forms of commitment:
- Affective commitment (desire): employees’ emotional attachment to the
organization.
- Normative commitment (obligation): reflects a feeling of obligation to
continue employment.
- Continuance commitment (cost/benefits): awareness of the cost and benefits
associated with leaving the organization  for-lack-of-better commitment.

 Consequences of commitment
 Turnover and withdrawal cognitions: negative relation with commitment
 Job performance: positive relation with affective commitment
 Extra role behavior in organizations: a relation with affective commitment

Extra-role behaviours in organizations
Behaviours that are not part of the work-role or job description but have important
consequences for the functioning and performance of an organization:
 Organizational Citizenship Behavior (OCB)  positive
 Counterproductive Work Behavior (CWB)  negative

OCB: Can be directed at other individuals (I) or at the organization as a whole (O)
- OCB-I  helping colleagues with their work
- OCB-O  making suggestions during meetings to improve the organization

CWB: can be directed at other individuals (I) or at the organization as a whole (O)
- CWB-I  bullying or harassing colleagues
- CWB-O  taking long brakes, calling in sick while you’re not, stealing

Justice as determinant of CWB
CWB are often directed at achieving some form of balance in response to organizational
injustice.
organizational justices:
1. Distributive justice: perceived fairness of how resources and rewards are distributes
or allocated (Adam’s Equity Theory).
2. Procedural justice: perceived fairness of the processed and procedures used to make
allocation decision, having a voice in decision is really important.
3. Interactional justice: perceived quality of the interpersonal treatment people receive
when decision are implemented, being respectfully treated is really important.

Stereotype
An individual’s set if beliefs about the characteristics or attributes of a group

Stereotyping: Inferring that all people within a group possesses the same traits

The benefits of buying summaries with Stuvia:

Guaranteed quality through customer reviews

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

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

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 rosaliederksen. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $7.52. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

52510 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 14 years now

Start selling
$7.52  2x  sold
  • (0)
Add to cart
Added