Samenvatting
Summary of all chapters (OB-HRM)
- Instelling
- Vrije Universiteit Amsterdam (VU)
Summary of all chapters from the custom edition of the textbook.
[Meer zien]Voorbeeld 4 van de 53 pagina's
Voorbeeld 4 van de 53 pagina's
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Voorbeeld van de inhoud
Organisational Behaviour & Human Resource Management,Contents
Ch. 1 – Making OB Work for Me .............................................................................................. 3
Ch. 2 – Individual Differences & Emotions .............................................................................. 5
Ch. 3 – Social Perception & Managing Diversity...................................................................... 7
Ch. 4 – Foundations of Employee Motivation ......................................................................... 12
Ch. 5 – Groups & Teams ......................................................................................................... 19
Ch. 6 – Managing Conflict & Negotiations ............................................................................. 21
Ch. 7 – Decision Making & Creativity .................................................................................... 23
Ch. 8 – Power, Influence, & Politics ....................................................................................... 25
Ch. 9 – Leadership Effectiveness............................................................................................. 27
Ch. 10 – Organisational Culture, Socialisation, & Mentoring................................................. 30
Ch. 11 – Managing Change & Stress ....................................................................................... 33
Ch. 12 – Managing Human Resources .................................................................................... 35
Ch. 13 – Trends in Human Resource Management ................................................................. 36
Ch. 14 – Planning for & Recruiting Human Resources ........................................................... 38
Ch. 15 – Selecting Employees & Placing Them in Jobs.......................................................... 40
Ch. 16 – Training Employees .................................................................................................. 42
Ch. 17 – Developing Employees for Future Success............................................................... 45
Ch. 18 – Creating & Maintaining High-Performance Organisations ...................................... 49
Ch. 19 – Managing Employees’ Performance ......................................................................... 50
2
,Ch. 1 – Making OB Work for Me
• Organisational behaviour (OB) describes an interdisciplinary field dedicated to
understanding and managing people at work.
• A contingency approach calls for using the OB concepts and tools that best suit the
situation, instead of trying to rely on “one best way.”
• Common sense is often based on experience or logic, both of which have limits, and it
suffers three major weaknesses one needs to be aware of and avoid:
o Overreliance on hindsight: common sense works best in well-known or stable
situations with predictable outcomes – what worked before should work again.
But modern business situations are complex and uncertain and require adapting
to change. Common sense is especially weak in responding to the unknown or
unexpected. And because it focuses on the past, common sense lacks vision for
the future.
o Lack of rigor: people comfortable with common-sense responses may not apply
the effort required to appropriately analyse and solve problems. If one lacks
rigor, then one is unlikely to define the problem accurately, identify the true
causes, or recommend the right courses of action.
o Lack of objectivity: common sense can be overly subjective and lack a basis in
science. In such cases, we are not always able to explain or justify our reasoning
to others, which is a sign that common sense lacks objectivity.
• Hard skills are the technical expertise and knowledge required to do a particular task or
job function, such as financial analysis, accounting, or operations.
• Soft skills relate to human interaction and include both interpersonal skills and personal
attributes.
o Portable skills are ones which are relevant more or less in every job, at every
level, and throughout one’s career.
Personal Attributes Interpersonal Skills
Attitudes Active listening
Personality Positive attitudes
Teamwork Effective communication
• Ethics guides behaviour by identifying right, wrong, and the many shades of grey in
between. 3 reasons for ethics:
o Employees are confronted with ethical challenges at all levels of organisations
and throughout their careers.
o Unethical behaviour damages relationships, erodes trust, and thus makes it
difficult to influence others and conduct business.
o Unethical behaviour also reduces cooperation, loyalty, and contribution, which
hurts the performance of individuals, teams, and organisations.
• Ethical dilemmas are situations with two choices, neither of which resolves the situation
in an ethically acceptable manner.
• A problem is a difference or gap between an actual and a desired state or outcome.
Problem solving is a systematic process for closing these gaps. The 3-step approach to
problem solving:
o Define the problem
3
, o Identify potential causes using OB concepts and theories.
o Make recommendations and (if appropriate) act.
• The Person-Situation Distinction
o Person factors are the infinite characteristics that give individuals their unique
identities. These characteristics combine to influence every aspect of one’s life.
o Situation factors are all the elements outside us that influence what we do, the
way do it, and the ultimate results of our actions.
• The interactional perspective states that behaviour is a function of interdependent
person and situation factors. Different people may perceive similar situations in
different ways and similar people may perceive different situations in the same way.
• Common reasons why people quit their jobs:
o Some people quit their jobs because their job does not fulfil what they value.
o Some quit because of conflicts with their boss or because they have nothing in
common with their co-workers.
o A common reason is a faulty reward system that unfairly distributes raises,
bonuses, and recognition.
• Applying OB concepts to identify the right problem:
o Person factors – do your departing co-workers have something in common? Is
there anything about their personalities that makes work difficult for them, such
as a preference to work collaboratively rather than independently?
o Situation factors – have there been changes in the job market, such as a sudden
increase in employment opportunities at better wages? Have working conditions
such as promotion opportunities become less attractive in your organisation?
o Individual level – has the job itself become boring and less meaningful or
rewarding to the employees who quit?
o Group/Team level – have there been any changes to the work group, including
the manager, that might make work less satisfying?
o Organisational level – has the organisation changed ownership, or rewritten
policies, or restructured?
Inputs Process Outcomes
• Personal • Individual • Individual
Factors Level Level
• Situational • Group/Team • Group/Team
Factors Level Level
• Organisational • Organisational
Level Level
4
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