Organizational Behaviour
HC1
Organization = social arrangement, collective goals, controlled performance (standards).
Organizational Behaviour = the study of the structure and management of organization, their
environments, and the actions and interactions of their individual members and groups. Refers to the
activities and interactions of people in organization.
How can behavior in organizations be explained PESTLE
- Political, economic, social, technological, legal and ecological context.
- Individual factors
- Group factors
- Management and organization factors
- Leadership process factors
Leidt tot organizational effectiveness & quality of working life
What does OB do?
- looks at attitudes and behaviors of individuals and groups in organizational context social
science.
- Description: observe, ask question, study documents, sources)
- Explanation (difficult)
- Prediction (difficult)(not certain)
- Control
Evidence based management
- Use the latest and best research evidence in managing people and organizations, to improve
decision making quality.
Personality
- Unique, each of us has a relatively stable set of psychological characteristics that influences the way
an individual interacts with his or her environment and how he or she feels, thinks, and behaves.
- Study because we want to know what kind of person we are. It is related to several aspects of our
life. Organization and management perspective: Can personality assessment help us?
- Nature or nurture, geboren met personality (genes) of leren we wanneer we opgroeien.
- Personality types and traits (individuals)
1. Hippocrates: determined by bodily ‘humours’
Sanguine, Phlegmatic, Melancholic, Choleric
2. Somatotype (body size and shape)
Mesomorph (teen, extravert), ectomorph (strong, muscular, adventurous), endomorph
(round, bigger)
3. Myers-Briggs Type Indicator (MBTI)
based on Jungs theory.
Sensing intuiting
Thinking feelings
Introvert extravert
Judging perceiving
4. Personality types A/B
Combination of emotions and behaviours characterized by
, a) ambition, hostility, impatience, constant time pressure
b) relaxiation, low focus on achievement, ability to take time, enjoy leisure
The Big Five personality
- Captures 5 main dimensions of personality
- Not personality types, but sets of factors (super traits)
- The H factor- honesty and Humility (Hexaco)
1. Openness ( not consistently related to job performance; in some instances contribute to lower job
performance)
2. Conscientiousness (hard working, organized, rely on them)( positively related to salary,
promotions, job satisfaction)
3. Extroversion (outgoing)(inconsistent findings. In some studies linked to performance, salary and
job level in other not)
4. Agreeableness (likely to interfere with management potential)
5. Neuroticism (negative, anxicious)(negatively related to performance, salary and status)
Employee selection
1. Psychometric tests (not always good predictors of performance)
- Cognitive ability test (good predictor of performance)
- identity individuals who will more likely collaborate/come into a conflict (MBTI, BIG FIVE)
- Strengthsfinder (help employees to find jobs for their capabilities)
2. Interviews
- Structures competency-based interviews (focus on key competences)
3. Cybervetting
- look at potential employees throughout social media.
Learning = a process of acquiring knowledge through experience, leading to a lasting change in
behaviour.
Behaviour psychology: observable behaviour, habits, mechanistic.
Cognitive psychology: mental processes, cognitive structure, rich and complex. Hoe we learn mental
structures.
Mindsets
1. Growth mindset : more effort in to learning, achieving, hard working, groeien door fouten
2. Fixed mindset : give up too quickly, limiet bereiken
Learning and feedback
- we cannot learn without feedback
- feedback can be rewarding or punishing (2 perspectives)
1. Intrinsic feedback self generated, how can I improve?
2. Extrinsic feedback external source, concurrent feedback (now) delayed feedback (afterwards)
3. Feedforward interview geen directe feedback, maar het positieve benoemen van de
werknemers ervaring.
Reinforcing certain behaviour
Positive reinforcement Introducing positive Desired behaviour is repeated
consequences (bonus)
Negative reinforcement Withdrwaing negative Desired behaviour is repeated
, consequences
Punishment Applying negative Undesired behaviour is not
consequences repeated
Extinction Attach no positive or negative Undesired behaviour is not
consequences repeated
Pavlovian conditioning = associating a response or behaviour with a new stimuli
Skinnerian conditioning = associating a response or behaviour with its consequence
Neuroscience and learning
- We are never too old to learn
- Learning models (tailor learning experience, avoid cognitive overload)
1. SCARF model:
Status, Certainty, Autonomy, Relatedness, Fairness
2. AGES model:
Attention, Generation, Emotion, Spacing
Motivation
- basic characteristics: EFFORT (how hard do you try), PERSISTENCE (how long can you endure?),
DIRECTION (do you work smart), GOAL
Theories
1. Theory X and Theory Y managers (McGregor)
a) Motivating for money?
b) Interesting and enriching jobs are the motivator?
The problem of presenteeism (werknemers werken teveel) and leavism
2. Self determination theory (Deci & Ryan)
Autonomy + Competence + Relatedness
3. Equity theory
4. Expectancy theory
Hoorcollege 2
Perception the dynamic psychological process responsible for attending to, organizing and
interpreting sensory data. Hoe je dingen ziet en opneemt. Jouw belevenis.
Process:
5 stages
What do you want to focus on? ‘’Bottum up’’ (stage ½)
Top down phase: mental processing. Order, create a pattern. Can you
understand it.
