College aantekeningen Gedrag en Communicatie in Organisaties 2023
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Cours
Gedrag en communicatie in organisaties (S_GCO)
Établissement
Vrije Universiteit Amsterdam (VU)
Aantekeningen van de colleges van het vak Gedrag en Communicatie in Organisaties (GCO). De aantekeningen zijn voornamelijk in het Engels geschreven maar een aantal stukjes zijn in het Nederlands.
Gedrag en Communicatie in Organisaties college aantekeningen:
Les 1: Introduction
-Wat is een organisatie?:
>’’a system of consciously coordinated activities of forces of two or more persons’’
-Four common characteristics:
>Coordination effort
*Achieved by policies, rules and regulation
>Common goal
>Division of labour
*Individuals perform separate but related tasks to achieve the common goal.
> Hierarchy of authority
* Chain of command dedicated to make sure that the right people to the right things at the
right time (often reflected in organizational chart)
-Wat is organizational Behavior (OB)?:
>’’an interdisciplinary field dedicated to understanding and managing people at work’’.
Interdisciplinary?
>Knowledge from different disciplines, e.g., organization sciences and communication
science.
>But, not so much coordinated…
>Multidisciplinary?
Historical perspective:
-Scientific management
>1880-1930
>Creating standards established by facts or truths gained through systematic observation,
experiment, or reasoning to improve organizational efficiency (tayloisme).
>Negative connotations
*Associated with mass production, assembly line, negative perception of workers
*See also: McGregor’s Theory X (Human Relations Movement)
>Ground-breaking
*Scientific selection and training of people
*Scientific job redesign based on time-motion research
-Human Relations Movement
>1930-1970
>From a negative set to a positive set of assumptions about people
*McGregor’s Theory X vs Y.
-Quality Movement
>1980
>Organization dedicated to training, improvement and customer satisfaction
*Total Quality Management (TQM).
-The internet and social media movement
>1990s
>Virtual organizations
*Organizations where people work (party) independent of location, supported by ICT
>Examples
*Teleworking in contact with central office
*Organizations without an office
,*New world of working – Microsoft Austria
*Working from home.
Diversity:
-Wat is diversiteit?
>A characteristic of groups that consists of 2 or more individuals
*Usually refers to demographical differences between group members
>Demographical characteristics:
*Gender
*Ethnicity
*Religion
*Nationality
*Education, expertise
*Social status
Definition:
>Diversity represents the multitude of individual differences and similarities that exist among
people.
>Based on four layers
-Personality
-Internal (surface-level) dimensions (diversiteit binnen deze cursus past hierbij)
-External (secondary) dimensions
-Organizational dimensions (work location)
-Why should we strive for diversity?
>Business care: Diversity is the smart thing to do
*It can lead to better performance, productivity and creativity.
>Moral case: Diversity is the right thing to do
*Equal opportunities for all individuals.
-Diversity is a mixed blessing
>For teams, organizations
-Information/Decision-making Theory:
>Diversity leads to better task-relevant processes and decision making, because diverse
groups…
*Are better at early stages of problem solving by using their diverse
backgrounds to generate a more comprehensive view of a problem
*Uncover more alternatives during problem-solving activities
*Enhance the number of contacts they have available which provides
access to (new) information and expertise
,A process model of Diversity:
-Negative effects of diversity are stronger when ‘fault lines’ are more salient.
>Categorization processes become more likely
>Fault line: Hypothetical dividing line that splits groups into demographically based
subgroups.
-Social Categorization Theory:
>Diversity leads to categorizing the self and others into groups, resulting in
negative outcomes for groups
*Similarities and differences creates ingroup (“us) vs. outgroup (“them”)
*Liking of ingroup members, ingroup favouritism
*Disliking of outgroup members, outgroup derogation
*Conflict between ingroup and outgroup
*Evidence from the minimal group paradigm
*But, can you benefit from diversity with categorization processes?
Categorization:
Superordinate/inclusive level -> Subordinate/low level: more diversity (hier zie je subgroepen
en diversiteit) ->Individuals
*Je wisselt continu tussen de verschillende levels
Waarom doen we dit?
>Uncertainty reduction (je weet wat er van je verwacht wordt, wat je moet doen)
*I am a member of a group
>Self-esteem
*’I am happy to be a member of this group
Nadeel van categorization:
>Stereotyping (dit is een cognitief (mentaal) proces) Stereotypering is niet hetzelfde als
discriminatie! (op subordinate level)
*Intergroup bias and conflict
*Ingroup vs. outgroup
*Competition over resources (e.g., promotion)
>Discrimination -> behavioral
>Prejudice -> emotional
>Stigma (is ook emotioneel maar kan ook gebaseerd zijn op persoonlijke kenmerken, niet
altijd de kenmerken van een groep).
-Altering the categorization process scan reduce intergroups bias and conflict.
>Re-categorization (superordinate level)
*One group, superordinate categorization, common ingroup identity, dual identity.
*Responses to former outgroup members become more positive -> Less outgroup
derogation.
>De-categorization (individuals)
*Separate individuals, personal identity
*Responses to former ingroup members become less positive
*Less ingroup favoritism
>But categorization at the subordinate level also has positive effects: Diversity! (subordinate
level)
>How to manage this?
, *Make fault lines less salient
*Strengthen the overarching identity -> re-categorization (of the team of organization).
-What is culture?
>A set of shared, taken for-granted implicit assumptions that a group holds and that
determines how it perceives, thinks about and reacts in various environments.
-Societal culture [Chapter 4]
>A set of beliefs and values about what is desirable and undesirable in a
community of people, and a set of formal or informal practices to
support the values
-Organizational culture [Chapter 3]
>Shared values and beliefs that underlie a company’s identity
-Understanding cultural differences
>High-context vs. Low-context cultures
Bij high-context heb je echt een context nodig, bij Low-context heb je niet echt de context
nodig want alles in uitgeschreven in een afspraak.
>Individualism vs. Collectivism.
*Personal freedom, choice and responsibility vs. shared goals.
-What is organizational culture?
>Societal culture
>Organizational culture (work culture)
*Shared values and beliefs that underlie a company’s identity
>It impacts our behavior at work
*Motivation, satisfaction, turnover.
>Passed on through socialization process.
>Cultural differences at work affect OB.
*Expatriates report to experience anxiety due to new expectations.
-Organizational culture has 3 fundamental layers/levels:
>Observable artifacts (logo)
*Physical manifestation of an organization’s culture
*Relatively easy to change
>Espoused values
*Explicitly stated values and norms that are preferred by an organization.
>Basis assumptions
*The core of organizational culture
*Highly resistant to change
Les 2: Individuals in Organizations
-Self-concept:
>The concept the individual has about themselves.
>Makes sure we recognize ourselves as a distinct human being.
Self-esteem: Belief about one’s own self-worth based on an overall self-evaluation.
>Can also be specific: Social, performance, and appearance self-esteem.
How can you enhance your self-esteem?:
>The social Comparison Theory (Festinger 1954):
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