Organisation & People
Week 1
Chapter 1: What is Organizational Behavior?
Organisations = social entities that goal oriented, inextricably linked to their environment and
employing deliberately designed and coordinated activities and approaches to achieve their
objectives.
Organizational Behavior (OB) = a field of study that investigates the impact of individuals,
groups and structure have on behavior within organization’s effectiveness.
Evidence-based management (EBM) = basing managerial decisions on the best available
scientific evidence, based on systematic studies.
These are contributing disciplines to the
OB field. More information on p.27 of text
book.
The following are some examples of interrelationships with different variables that need to be
studied:
- The nature and purpose of the organization
- The human element and behavior of people.
- Business strategy, organizational processes and the execution of work.
- The process of management as an integrating and coordinating activity.
- Social responsibilities and business ethics.
- The external environment of which the organization is part.
- The need for organisation success and survival.
, Organisational Behaviour Model
The world is always
changing and so is OB. A Homework
( see also announcements on Blackboard!)
couple of examples of
• Study Chapter 1 of textbook, class slides and notes
major influencers on • Study questions:
organizations are; – Define organisation and organisational behaviour (OB).
– What are the major behavioural science disciplines that contribute to OB?
globalization, labor laws, What has been the focus of analysis of each of these disciplines
(individual – group – system)? To what specific OB topics have these
24/7 economy, diversity, disciplines provided insights?
improving people skills, – What is the value of the systematic study of OB?
– Why do few absolutes apply to OB and what is meant with contingency
working in networked variables?
– What are some of the challenges and opportunities mangers have in
organizations, etc. applying OB concepts?
– I n what ways can OB support managers in realising organisational
Summarized it looks like performance improvements?
this:
For managers OB is very
important and helpful, it Modulecode: 22 augustus 2012 6
helps with:
- Insights to improve people skills
- Valuing of workforce diversity
- Empowering people and creating a positive work environment
- Dealing with change in a workplace
- Coping in a world of temporariness
- Creating an ethically healthy work environment
Chapter 2: Workplace diversity
There are two types of diversity:
1. Surface level diversity: difference in ages, race, gender, disability.
This is less significant over time.
2. Deep level diversity: difference in personality and values, beliefs
More important in the long run.
With diversity comes discrimination. In the workplace you meet multiple examples of
discrimination, such as:
- Discriminatory policies or practices
- Sexual harassment
- Intimidation
- Mockery and insults
- Exclusion
- Incivility
A more diverse employee base will:
- Attract a more diverse customer base
- Provide a larger pool of potential workers in tight labor markets
- Stimulate the creative process and innovation
- Lead to greater success in a fiercely competitive climate
Another way to separate people from one another is by their ability (an individual’s current
capacity to perform the various tasks in a job)
- Intellectual abilities: abilities needed to perform mental activities. The smarter you are
the more likely to succeed you are.
- Physical abilities: mostly looked at strength, flexibility and other physical abilities, such
as balance and stamina.
, Diversity management = makes everyone more aware of and sensitive to the needs and
differences of others.
The glass ceiling = the existence of a hidden barrier or ceiling limiting career advancement of
minorities and woman.
Chapter 3: Attitudes
- Evaluative statements about objects, people or events
- Favorable or unfavorable
- Complex system of different attitudes.
- Learned throughout life and embodies within our socialization process.
Three interrelated components of attitudes:
Behavior follows attitude: early
research assumed that the attitudes
people hold determined what they do.
Attitudes follow behavior: people
change what they say, so it doesn’t
contradict what they do.
Cognitive dissonance, the mind trying
to convince the heart.
Attitudes predict behavior:
confirmation of Festinger’s idea of that
‘moderating variables’ can strengthen
the relationship.
Cognitive dissonance = any
consistency between two or more attitudes, or between behavior and attitudes. People alter
their attitudes or their behavior or develop a rationalization for the discrepancy in order to seek a
stable state, with a minimum of dissonance.
Desire to reduce dissonance is determined by:
- The importance of the elements creating the dissonance.
- The degree of influence the individual believes she has over the elements.
- The rewards that may be involved in dissonance.
Week 1
Chapter 1: What is Organizational Behavior?
Organisations = social entities that goal oriented, inextricably linked to their environment and
employing deliberately designed and coordinated activities and approaches to achieve their
objectives.
Organizational Behavior (OB) = a field of study that investigates the impact of individuals,
groups and structure have on behavior within organization’s effectiveness.
Evidence-based management (EBM) = basing managerial decisions on the best available
scientific evidence, based on systematic studies.
These are contributing disciplines to the
OB field. More information on p.27 of text
book.
The following are some examples of interrelationships with different variables that need to be
studied:
- The nature and purpose of the organization
- The human element and behavior of people.
- Business strategy, organizational processes and the execution of work.
- The process of management as an integrating and coordinating activity.
- Social responsibilities and business ethics.
- The external environment of which the organization is part.
- The need for organisation success and survival.
, Organisational Behaviour Model
The world is always
changing and so is OB. A Homework
( see also announcements on Blackboard!)
couple of examples of
• Study Chapter 1 of textbook, class slides and notes
major influencers on • Study questions:
organizations are; – Define organisation and organisational behaviour (OB).
– What are the major behavioural science disciplines that contribute to OB?
globalization, labor laws, What has been the focus of analysis of each of these disciplines
(individual – group – system)? To what specific OB topics have these
24/7 economy, diversity, disciplines provided insights?
improving people skills, – What is the value of the systematic study of OB?
– Why do few absolutes apply to OB and what is meant with contingency
working in networked variables?
– What are some of the challenges and opportunities mangers have in
organizations, etc. applying OB concepts?
– I n what ways can OB support managers in realising organisational
Summarized it looks like performance improvements?
this:
For managers OB is very
important and helpful, it Modulecode: 22 augustus 2012 6
helps with:
- Insights to improve people skills
- Valuing of workforce diversity
- Empowering people and creating a positive work environment
- Dealing with change in a workplace
- Coping in a world of temporariness
- Creating an ethically healthy work environment
Chapter 2: Workplace diversity
There are two types of diversity:
1. Surface level diversity: difference in ages, race, gender, disability.
This is less significant over time.
2. Deep level diversity: difference in personality and values, beliefs
More important in the long run.
With diversity comes discrimination. In the workplace you meet multiple examples of
discrimination, such as:
- Discriminatory policies or practices
- Sexual harassment
- Intimidation
- Mockery and insults
- Exclusion
- Incivility
A more diverse employee base will:
- Attract a more diverse customer base
- Provide a larger pool of potential workers in tight labor markets
- Stimulate the creative process and innovation
- Lead to greater success in a fiercely competitive climate
Another way to separate people from one another is by their ability (an individual’s current
capacity to perform the various tasks in a job)
- Intellectual abilities: abilities needed to perform mental activities. The smarter you are
the more likely to succeed you are.
- Physical abilities: mostly looked at strength, flexibility and other physical abilities, such
as balance and stamina.
, Diversity management = makes everyone more aware of and sensitive to the needs and
differences of others.
The glass ceiling = the existence of a hidden barrier or ceiling limiting career advancement of
minorities and woman.
Chapter 3: Attitudes
- Evaluative statements about objects, people or events
- Favorable or unfavorable
- Complex system of different attitudes.
- Learned throughout life and embodies within our socialization process.
Three interrelated components of attitudes:
Behavior follows attitude: early
research assumed that the attitudes
people hold determined what they do.
Attitudes follow behavior: people
change what they say, so it doesn’t
contradict what they do.
Cognitive dissonance, the mind trying
to convince the heart.
Attitudes predict behavior:
confirmation of Festinger’s idea of that
‘moderating variables’ can strengthen
the relationship.
Cognitive dissonance = any
consistency between two or more attitudes, or between behavior and attitudes. People alter
their attitudes or their behavior or develop a rationalization for the discrepancy in order to seek a
stable state, with a minimum of dissonance.
Desire to reduce dissonance is determined by:
- The importance of the elements creating the dissonance.
- The degree of influence the individual believes she has over the elements.
- The rewards that may be involved in dissonance.
