College aantekeningen
College aantekeningen Behavior and Communication in Organizations
- Instelling
- Vrije Universiteit Amsterdam (VU)
College aantekeningen voor het vak Behavior and Communication in Organizations (BCO) aan de VU.
[Meer zien]Voorbeeld 3 van de 19 pagina's
Voorbeeld 3 van de 19 pagina's
In winkelwagengesponsord bericht van onze partner
Verkoper
Volgen
Voorbeeld van de inhoud
Behaviour and Communication in Organisations (BCO)Lecture 1:
Organisational behaviour: an interdisciplinary field dedicated to better understanding and
managing people at work.
Diversity is good: it proposes that diverse workgroups perform better because of more
informational diversity:
- Do better when it comes to problem solving.
● They use diverse backgrounds to generate a more comprehensive view of a
problem.
- Different perspectives can help groups to brainstorm or uncover more alternatives
during problem solving activities.
- Diversity can enlarge the number of contacts in a group - people are learning from
each other due diverse perspectives.
Diversity is bad: it proposes that similarities and differences are used as a basis for
categorising self and others into groups, causing negative consequences for group work.
- Creates “us (ingroup)” vs “them (outgroup)” mentality.
● Liking ingroup members, disliking outgroup members.
● Favouritism/bias, discrimination.
● Conflicts between ingroup and outgroup members.
Organisational culture: a set of shared, taken-for-granted implicit assumptions that a group
holds and determines how it perceives, thinks about and reacts to its various environments.
,→ Passed onto new employees through the process of socialisation & influences people’s
behaviour at work.
Represented on different levels:
- Observable artefacts: the physical manifestation of an organisation’s culture (eg.
manner of dress, awards, stories, the way people talk, etc.)
- Espoused values: explicitly states values and norms that are preferred by an
organisation (eg. wanting to be the best, being open about things, etc)
Societal culture: 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.
Expatriates: people living and/or working outside their home country.
Lecture 2:
Self-esteem: belief about one’s own self worth based on overall self-evaluation (eg. social,
performance, appearance, etc.)
- How can you enhance your self-esteem? → The Social Comparison Theory:
● Downwards social-comparisons: comparing yourself with someone who is
less attractive, successful, etc. than you, making yourself feel better.
● Upwards social-comparisons: comparing yourself with someone who is more
attractive, successful, etc. than you, making yourself feel worse. However, it
can also help as motivation to become like them.
Self-monitoring: the extent to which a person observes his or her own self-expressive
behaviour and adapts it to the demands of the situation.
- High self-monitoring individuals (“chameleons”) have more career success but do not
necessarily perform better in their job.
→ Some extremely low self-monitoring individuals show high performance (eg.
people with autism)
Self-efficacy: a person’s belief about his chances of successfully accomplishing a specific
task.
- Sources of self-efficacy beliefs:
● Prior experience: feedback on task performance.
, ● Behaviour models: observing others performing tasks and copying that
behaviour, thinking you can do the same.
● Persuasion from others: encouragement and fulfilling expectations others
have of you:
→ Pygmalion effect: someone’s high expectations for another person result in
high self-efficacy for that person.
→ Golem effect: someone’s low expectations for another person result in low
self-efficacy and performance for that person.
● Assessment of physical/emotional state: illness, depression (lower
self-efficacy/esteem).
● Self-fulfilling prophecies often operate at an unconscious level.
- Consequences of self-efficacy beliefs
● Higher job performance, you’ll have more confidence so you’ll try harder.
Social identification: the part of an individual’s self-concept which derives from his
knowledge of his membership of a social group together with the value and emotional
significance attached to that membership → Social Identity Theory.
- Cognitive element: people are aware of their group membership.
- Evaluative element: people attach value to their group membership.
- Affective element: group membership has emotional significance.
Example: I am an Ajax supporter and I’m aware of this (cognitive). Ajax has a high status, so
supporting them is alright (evaluative). I feel emotionally connected to the club and share this
feeling with several other supporters (affective).
How to deal with low group status?
- Outgroup favouritism: acknowledging inferior status → doesn’t help.
- Individual mobility: weaken the ties with one’s group or try to become a member of a
group with a higher status.
- Social competition: improve the status of one’s group.
- Social creativity: choose other groups to compare with, change the values assigned
to the attributes of the group.
Organisational identification:
- That part of our self-concept that is based on our membership of a specific
organisation.
● Thereby integrating beliefs about that organisation into one’s social identity.
- Identification is stronger with organisations that have high perceived external
prestige.
- It is strongly related to organisational commitment.
Organisational commitment:
- Affective commitment (desire):
● Employee’s emotional attachment to, identification with and involvement in
the organisation (people feel that they want to be a part of an organisation)
- Normative commitment (obligation):
● Reflects a feeling of obligation to continue employment (people feel that they
ought to be a part of the organisation)
- Continuance commitment (costs/benefits):
Dit zijn jouw voordelen als je samenvattingen koopt bij Stuvia:
Bewezen kwaliteit door reviews
Studenten hebben al meer dan 850.000 samenvattingen beoordeeld. Zo weet jij zeker dat je de beste keuze maakt!
In een paar klikken geregeld
Geen gedoe — betaal gewoon eenmalig met iDeal, creditcard of je Stuvia-tegoed en je bent klaar. Geen abonnement nodig.
Direct to-the-point
Studenten maken samenvattingen voor studenten. Dat betekent: actuele inhoud waar jij écht wat aan hebt. Geen overbodige details!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper maritdikken. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €6,19. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 66184 samenvattingen verkocht
Opgericht in 2010, al 15 jaar dé plek om samenvattingen te kopen