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  3. Vrije Universiteit Amsterdam (VU)
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  5. Gedrag en communicatie in organisaties (S_GCO)

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Samenvatting Organizational Behavior - Kreitner & Kinicki

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Zeer volledige samenvatting van het boek Organizational Behavior, de tiende editie, geschreven door Robert Kreitner en Angelo Kinicki. Bevat ALLE begrippen en handige figuren! Dit boek is leerstof voor tentamens van het vak Gedrag en Communicatie in Organisatie dat gegeven wordt in het eerste jaar...

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Voorbeeld 10 van de 54  pagina's

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  • 27 maart 2017
  • 27 maart 2017
  • 54
  • 2016/2017
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Voorbeeld van de inhoud

Samenvatting Organizational Behavior


Organizatianal Behavior, 10e druk – Robert Kreitner & Angelo Kinicki.




Hoofdstuk 1 tot en met 18 (hele boek).
Inclusief alle begrippen, en handige figuren.




1

,Inhoud
Hoofdstuk 1: Organizational Behavior: The Quest for People-Centered Organizations and Ethical
Conduct. ................................................................................................................................................... 3
Hoofdstuk 2: Managing Diversity: Releasing Every Employee’s Potential. ............................................. 6
Hoofdstuk 3: Organizational Culture, Socialization, and Mentoring. ...................................................... 8
Hoofdstuk 4: Internal OB: Managing across Cultures ............................................................................ 11
Hoofdstuk 5: Key Individual Differences and the Road to Success. ....................................................... 13
Hoofdstuk 6: Values, Attitudes, Job Satisfaction, and Counterproductive Work Behaviors. ................ 15
Hoofdstuk 7: Social Perception and Attributions................................................................................... 18
Hoofdstuk 8: Foundations of Motivation ............................................................................................... 21
Hoofdstuk 9: improving Job Performance with goals, Feedback, Rewards, and Positive Reinforcement.
................................................................................................................................................................ 24
Hoofdstuk 10: Group dynamics.............................................................................................................. 26
Hoofdstuk 11: Developing and leading effective teams. ....................................................................... 30
Hoofdstuk 12: Individual and Group Decision Making. ......................................................................... 34
Hoofdstuk 13: Managing Conflict and Negotiating ................................................................................ 38
Hoofdstuk 14: Communicating in the Digital Age .................................................................................. 40
Hoofdstuk 15: Influence, Empowerment and Politics. .......................................................................... 44
Hoofdstuk 16: Leadership ...................................................................................................................... 47
Hoofdstuk 17: Organizational Design, Effectiveness, and Innovation ................................................... 49
Hoofdstuk 18: Managing Change and Stress ......................................................................................... 51




2

,Hoofdstuk 1: Organizational Behavior: The Quest for People-Centered
Organizations and Ethical Conduct.

Organization: A system of consciously coordinated activities of two or more people.
Organizational behaviour: Interdisciplinary field dedicated to better understanding and managing
people at work. OB has 3 basic levels of analysis: individual, group and organizational.


The human relations movement
Theory X and Y
Theory Y: McGregor’s modern and positive assumptions about employees being responsible and
creative.
Theory X is the opposite of theory Y.


The quality movement
Total Quality Management: an organizational culture dedicated to training, continuous
improvement and customer satisfaction.


The internet and social media revolution
E-business: running the entire business via the Internet and managing virtual teams.


The age of human and social capital
Knowledge workers, those who add value by using their brains, are more important than ever in
todays global economy.

Human capital: the productive potential of one’s knowledge and actions.
1. Denk aan creativiteit, kennis, enthousiasme, eerlijkheid, etc.
Social capital: the productive potential of strong, trusting and cooperative relationships.
2. Denk aan vertrouwen, teamwork, shared goals/values, etc.

Management: process of working with and trough others to achieve organizational objectives,
efficiently and ethically, amid constant change.

The Wilson managerial skills research yields 4 useful lessons:
1. Dealing effectively with people is what management is all about.
2. Managers with high skills mastery tend to have better subunit performance and employee
morale than managers with low skills mastery.
3. Effective female and male managers do not have significantly different skill profiles.
4. At all career stages, derailed managers tended to be the ones who overestimated their skill
mastery.

The contingency approach: using management tools and techniques in a situational appropriate
manners; avoiding the one-best-way/one size fits all mentality.

3

, 1. Er is niet 1 goede manier van managen. Carefully read the situation and then be flexible
enough to adapt.

If OB can provide insight about managing human work behaviour, than it can teach us something
about avoiding misbehaviour. Ethics involves the study of moral issues and choices.
Corporate social responsibility (CSR) is defined as the notion that corporations have an obligation to
constituent groups in society other than stockholders and beyond that prescribed by law or union
contract. Corporations are expected to go above and beyond following the law and making a profit.



Carroll’s global corporate social responsibility pyramid:

Van beneden naar boven lezen:
2. Make a profit consistent
with expectations for
international businesses.
3. Obey the law of host
countries as well as
international law.
4. Be ethical in its practices,
taking host-country and
global standards into
consideration.
5. Be an good corporate citizen, especially as defined by the host country’s expectations.

Intense pressure for results start early. Many studies have found a tendency among middle- and
lower-level managers to act unethically in the face of perceived pressure for results. Further, this
tendency is particularly pronounced when individuals are significantly rewarded for accomplishing
their goals. By fostering a pressure-cooker atmosphere for results, managers can unwittingly set the
stage for unethical shortcuts by employees who seek to please the boss, protect their jobs, and be
loyal to the company.

The Magnificent Seven: General Moral Principles for Managers.
1. Dignity of human life. The lives of people are to be respected
2. Autonomy. All persons are intrinsically valuable and have the right to
self-determination
3. Honesty. The truth should be told to those who have a right to know it.
4. Loyalty. Promises, contracts and commitments should be honoured.
5. Fairness. People should be treated justly.
6. Humaneness. 1) our actions ought to be accomplish good and 2) we should
avoid doing evil.
7. The common good. Actions should accomplish the greatest good for the greatest
number of people.
Recommended action for improving on-the-job ethics:
1. Behave ethically yourself.

4

, 2. Screen potential employees.
3. Develop a meaningful code of ethics.
Codes of ethics can have a positive impact if they satisfy these 4 criteria:
1. They are distributed to every employee.
2. They are firmly supported by top management.
3. They refer to specific practices and ethical dilemmas likely to be encountered by target
employees.
4. They are evenly enforced with reward for compliance and strict penalties for noncompliance.
1. Provide ethics training.
2. Reinforce ethical behaviour.
3. Create positions, units and other structural mechanisms to deal with ethics.
4. Create a climate in which whistle-blowing becomes unnecessary.
Whistle-blowing: Reporting unethical acts outside third parties (denk aan media, bijv.)

Ethics comes down to individual perception and motivation. Organizational climate, role models,
structure and rewards all can point employees in the right direction, but individuals first must be
morally attentive: faithfully considering the ethical implications of one’s actions. Second, they
must want to do the right thing and have the courage to act.

Five Sources of OB Research Insights:
1. Meta-analyses
Pools the results of many studies through statistical procedure. General conclusions can
be made.
2. Field studies
Examination of variables in real-life settings. Immediate and practical relevance.
3. Laboratory studies
Manipulation and measurement of variables in contrived situations.
4. Sample surveys
Questionnaire response from a sample of people. Conclusion are drawn from relevant
population.
5. Case studies
In-depth study of a single person, group, or organization. Realistic, but not generalizable
results.




5

,Hoofdstuk 2: Managing Diversity: Releasing Every Employee’s
Potential.

Sexual harassment: unwanted sexual attention that creates an adverse of hostile work environment.
Diversity: the host of individual differences that make people different from and similar to each
other. It is not an issue of age, religion, race or gender. Diversity pertains to the host of individual
differences that make all of us unique and different from others.


The 4 Layers of Diversity.

1e laag: persoonlijkheid.
2e laag: Internal dimensions. Deze laag valt niet echt
te bepalen, je bent nu eenmaal een man/vrouw, van
een bepaald ras, etc.
3e laag: External dimensions. Deze laag valt wel zelf
te bepalen in zekere zin.
4e laag: Organization dimension.




Managing diversity is the right thing to do because it helps the
organizations to achieve their business goals.

The differences between affirmative action and managing diversity.

Affirmative Action
Affirmative action: occurs when employment decision are based on factors that are not job related.

Three reasons why affirmative action does not foster the type of thinking that is needed to
effectively manage diversity:
1. Affirmative action plans are perceived more negatively by white males than women and
minorities because it is perceived to work against their own self-interests.
2. Affirmative action plans are viewed more positively by people who are liberals and
democrats than conservative and republicans.
3. Affirmative action plans are not supported by people who posses racist or sexist attitudes.

Workforce demographics: statistical profiles of adult workers.
Glass ceiling: invisible barrier blocking women and minorities from top management positions.




6

,Managing Diversity
Managing diversity entails enabling people to perform up to their maximum potential. It focuses on
changing an organization’s culture and infrastructure such that people provide the highest
productivity possible. There are 3 key strategies for success: education, enforcement and exposure.
Managing diversity > Affirmative action.

Workforce demographics, which are statistical profiles of the characteristics and compositions of the
adult working population, are an invaluable human-resource planning aid. They enable managers to
anticipate and adjust for surpluses or shortages of appropriately skilled individuals. Experts predict
that these demographic trends will create a serious shortage of skilled workers in the future.


The Positive and Negative Effects of Diverse Work Environment
Social categorization theory: similarity leads to liking and attraction.
Information/decision-making theory: diversity lead to better task-related processes and decision
making.
Demographic fault line: a hypothetical dividing line that splits groups into demographically based
subgroups.

Diversity and Challenges to Managing Diversity
Diversity climate: employee’s aggregate perceptions about an organization’s policies, practices, and
procedures pertaining to diversity.




7

,Hoofdstuk 3: Organizational Culture, Socialization, and Mentoring.

Organizational culture: shared values and beliefs that underlie a company’s identity.


Layers of Organizational Culture
Observable Artifacts
Artifacts consist of the physical manifestation of an organization’s culture (bijv. Welke kleding draagt
iedereen, wat is de inrichting in de organisatie).
Espoused Values
Values: enduring belief in a mode of conduct or end-state
Espoused Values: the stated values and norms that are preferred by an organization.
Enacted values: the values and norms that are exhibited by employees.
Sustainability: meeting humanity’s need without harming future generations.
Basic Assumptions
Basic underlying assumptions are unobservable and represent the core of organizational culture.



PE Fit: extent to which personal characteristics match those form a work environment.


Four Functions of Organizational Culture
1. Organization identity.
2. Facilitate collective commitment.
3. Promote social system stability.
4. Shape behavior by helping members make sense of their surroundings.


Types of Organizational Culture
Competing values framework (CVF): a framework for categorizing organizational culture.




8

,Clan culture
Clan culture: a culture that has an internal focus and values flexibility rather than stability and
control. (family-type organization)
Adhocracy Culture
Adhocracy culture: a culture that had an external focus and values flexibility. (creation of innovative
products and services by being fast, adaptable,creative)
Market Culture
Market culture: a culture that has a strong external focus and values stability and control. (driven by
competition and a strong desire to deliver results and accomplish goals.)
Hierarchy culture
Hierarchy culture: a culture that has an internal focus and values stability and control over flexibility.

The Process of Culture Change
Vision: long-term goal describing “what” an organization wants to become.
Strategic plan: a long term plan outlining actions needed to achieve desired results.

The Organizational Socialization Process
Organizational socialization: process by which employees learn an organizations’ values, norms, and
required behaviours.

Daniel Feldman’s three-phase model of organizational socialization.

Phase 1: Anticipatory socialization
 Occurs before an individual joins an organization, and involves the information people learn
about different careers, occupations, professions, and organizations.
Realistic job preview: presents both positive and negative aspects of a job.
Phase 2: Encounter
 Employees learn what the organization is really like and reconcile unmet expectations.
Onboarding: programs aimed at helping employees integrate, assimilate, and transition to new
jobs.
Phase 3: Change and acquisition
 Requires employees to master tasks and roles and to adjust to work group values and norms.

Embedding Organizational Culture through Mentoring
Mentoring: process of forming and maintaining developmental relationships between a mentor and
a junior person.
 Creates a sense of oneness.
 Promotes a sense of membership




9

, Diversity of developmental relationships: the variety of people in a network used for developmental
assistance.
Developmental relationship strength: the quality of relationships among people in a network.




10

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