Samenvatting
Summary BCO Full Notes
- Instelling
- Vrije Universiteit Amsterdam (VU)
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ORGANIZATIONAL BEHAVIOR – 2023- Organization system of consciously coordinated activities of two or more people
Coordination effort politics, rules and regulations
Common goal
Division of labor separated but related tasks
Hierarchy of authority chain of command
- Organization behavior interdisciplinary field dedicated to better understanding
and managing people at work
CH 1 - Historic perspective
Scientific management movement standards established by facts or truths gained
through systematic observations to improve organizational efficiency
- Taylorism mass production & assembly lines
Scientific selection and training of people
Scientific job re-design based on time-motion research/reduction
- McGregor theories Human relations movement assumptions on human
nature managers POV of employees
Theory X pessimistic and negative threatened with punishment in order to
do their job
Theory Y positive employees as active social beings focus on workers
- Total quality management (TQM) & Six Sigma
Focus shift on customers organizational culture dedicated to training,
continuous improvement, and customer satisfaction employee driven
Improving quality of goods and services precision and predictability
TQM principles
Do it right the first time to eliminate costly rework and product recalls
Listen to and learn from customers and employees
Make continuous improvement an everyday matter
Build teamwork, trust, and mutual respect
- Deming legacy
Quality/good management
85-15 rule when things go wrong it’s 85% of times the systems fault
Human and social capital knowledge workers
- Human capital productive potential of one’s knowledge and actions
- Social capital productive potential of strong, trusting and cooperative
relationships
Growth depends on timely sharing of valuable knowledge
Management
- Process of working with and through others to achieve organizational objectives,
efficiently and ethically, amid constant change
- Manager skills
, Clarifies goals and objectives Keeps things moving
Plans and organizes Controls details
Has technical and administrative Pressures for goal
expertise accomplishment
Facilitates work Empowers and delegates
Provides feedback Recognizes good performance
- Contingency approach using management tools and techniques in a situationally
appropriate manner; avoiding the one-best-way mentality
Organizational behavior within a situational context no one fits all
realistically interrelates individuals
Corporate social responsibility corporations are expected to go above and beyond
following the law and making a profit
- Serve interest and needs of stakeholders
Economic responsibility e profitable
Legal responsibility obey the law
Ethical responsibility
Philanthropic responsibility be a good global corporate citizen
Globally society expectations that business will engage in social activities
that are not mandated by law nor expected in an ethical sense
CH 2 - Diversity
- Represents the multitude of individual differences and similarities that exist among
people
Personality inner layer
Internal surface-level dimensions age, gender, race demographical
differences
External secondary dimensions geographic location, religion, education,
background
, Organizational dimensions management status, department, job
Discrimination occurs when employment decisions are based on factors
that are not job related
Affirmative action artificial intervention for correcting imbalances
focuses on achieving equality of opportunity in an organization
Managing diversity creating organizational changes that enable all people
to perform up to their maximum potential education, enforcement and
exposure better than affirmative action
Striving for diversity
- Business case leads to better performance, productivity and creativity
- Moral case diversity is the right thing to do equal opportunities for all
individuals
Positive and negative
- Positive aspects of diversity Information/Decision Making Theory more
informational diversity
Diverse backgrounds generate a more comprehensive view of a problem
Different perspectives bring more alternative solutions task-relevant decision
making
Enhances number of contacts a group has at its disposal
- Negative aspects Social Categorization Theory
Pushes ingroup VS outgroup mentality bias/favoritism/conflict
Minimal group paradigm groups based on arbitrary criterium creates
conflict between groups
- Positive aspects of social categorization processes depends on the context
Super-ordinate groups/inclusive level wider generalizations
Sub-ordinate level inter-group differences
Individuals
Works for uncertainty reduction & increases self-esteem
- Stereotype beliefs about the characteristics of a group
Stereotyping intergroup bias and conflict VS outgroup cognitive social
process for organizing information ≠ discrimination and prejudice
Sex-role stereotype beliefs about appropriate roles for men and women
Microaggression biased thoughts, attitudes, and feelings that exist at an
unconscious level
Stereotype threat predicament on which group members must deal with the
possibility of being judged or treated stereotypically
- Altering categorization processes
Re-categorization focus on super-ordinates what we have in common
De-categorization only individuals
- Process model of diversity
Demographic fault lines hypothetical dividing lines that split a group into
subgroups based on attributes higher conflict when fault lines are more
salient
Diversity climate employees aggregate perceptions about an
organization’s policies, practices and procedures pertaining to diversity
- Managing diversity creating organizational challenges that enable all people to
perform up to their maximum potential
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