BUSINESS PROFFESSIONAL - EXAM NOTES
Chapter 1
Chapter 2
Chapter 4
Chapter 5
Chapter 6
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12
Chapter 13
Chapter 14
Paper on T-shaped professionals
Drucker how to manage oneself
Paper by Collins and Porrass (1996)
Case on Necessio
Lecture Slides
→ extra
❖ Saunders, M. N. (2011). Research methods for business students, 5/e. Pearson Education India.
Chapter 10
❖ Goffee, R., & Jones, G. (2000). Why Should Anyone Be Led by You?. Harvard Business Review, 78(5),
62-70.
Chapter 1 Hitt et al:
Companies that
❖ Allow associates to participate in major decisions
❖ Invest heavily into training
❖ Provide profit sharing programs
Have much more productive workforces and enjoy many benefits
Basic Elements of Organizational Behaviour
❖ Encompasses the actions of individuals anf groups in an organizational context
❖ The process of managing OB is focused on acquiring, developing and applying the knowledge and
skills of people = the actions of individuals and groups in an organizational context
,Stategic OB approach
❖ An approach that involves organizing and managing people’s knowledge and skills effectively to
implement the organization’s strategy and gain a competitive advantage
➢ Individual, interpersonal and organizational factors determine the behaviour and the
ultimate value of people in an organization
■ These factors produce the outcomes of productivity (of employees) , satisfaction
(of employees) and organizational success (competitive advantage and financial
performance)
●
❖ Strategic leaders are important for the strategic OB approach → their job is to motivateppl and help
to implement the organizational strategy.
➢ Middle man of the company are important for maintaining the strategic strategy
❖ Organization:
➢ A collection of individuals forming a coordinated system of specialized activities for the
purpose of achieving certain goals over an extended period of time
➢ There are tangible and intangible resources
❖ Human capital as a source of competitive advantage
➢ Definition: “Is the sum of the skills, knowledge and general attributes of the people in an
organization”
➢ Doesn’t suffer from the law of diminsihing returns
■ Depends on value →extend to which individuals are capable of producing work
that supports can organization’s strategy for competing in the marketplace
■ Depends on rareness → extend to which the skills and talents of an organization’s
people are unique in the industry
■ Depends on imitability →extend to which the skills and talents of an
organization’s people can be copied by other organizations
❖ For human capital to be a competitive advantage it must fulfilll all three requirements and then
they also need to be leveraged/motivated
➢
, ❖ Competitive advantage
➢ An advantage enjoyed by an organization that can perform some aspects of its work better
than competitors can or in a way that competitors cannot duplicate sucha that it offers
products/services that are more valuable to customers
❖ Positive OB
➢ An approach to managing people that nurtures each individua’s greatest strengths and
helps people use those strengths to their and the organization’s advantage
➢ Leadas to more positive self concepts and less stress → better performance
❖ High-Involvement Management
➢ Involves carefully selecting and training associates and giving them significant decision
making power, information and incentive compensation
➢ Senior, middle and lower level mangers all need to recignize that human capital is the most
important resource
➢ This depends on 5 main skills
■
➢
➢
❖ FOR summary read chapter 1 page 10
Chapter 2 Hitt et al: DIVERSITY
Diversity: a characteristic of a group of people where differences exist on one or more relevant dimensions
such as gender
❖ Can be defined by an attribute that makes another person different → race, ethinitcy etc.
❖ Diverse is a discription of a group and not of an individual
❖ When diversity is managed succesfukkt a multicultural organization is the result
Multicultural organization: an organization in which the organizational culture values differences
, Plural organizations: an orgniztion that has a diverse workforce and takes steps to be inclusive and
respectful of differencs but where diversity is rather tolerated than truly valued
Monolithic organizations: an organization that is homogenous
Diversity should have:
❖ Changes on the population demographic
❖ Increase in the service economy
❖ The global economy
❖ Requirements for teamwork
Diversity Management and High Involvement Organizations
❖ Individual Outcomes
➢ For diverse individuals diversity is important for levels of comfort
➢ Allows all individuals to feel valued
❖ Group Outcomes :
➢ Positive impacts on decision making, creativity and complex tasks
➢ Can lead to biases against suggestions due to fault lines of diversity
❖ Organizational Outcomes
➢ Can lead to more satisfied and motivated and committed employees who perform
individually better
❖ Societal and Moral Outcomes
➢ Laws prohibit employees from discriminating against each other
➢ Diversity appeared to increase stock price as well
Things that stand in the way of diversity
❖ Power differentials
➢ Ascribed status: status and power that is assigned by cultural norms ad depends on group
membership
■ Prevents the creation of an inclusive workplace
● Lower status people can not contribute as much because they have less
power to express
● People will form cliques with ppl at their power levels which reduces level
of exchanges
❖ Differences in social identity
➢ Social identity - a person’s knowledge that he or she belongs to certain social groups where
belonging to those groups has emotional significance
➢ Minority fear that they may loose their social identity
➢ Minority may think they need to act different to their normal social identity
➢ People often favor people who belong to their own social identity - so a lot of in and out
groups are created → creates more stereotypes
❖ Stereptyping
➢ Fuels conformation bias
➢ Difficult to remove because everyone has them
❖ Prejudice and discrimination
Chapter 1
Chapter 2
Chapter 4
Chapter 5
Chapter 6
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12
Chapter 13
Chapter 14
Paper on T-shaped professionals
Drucker how to manage oneself
Paper by Collins and Porrass (1996)
Case on Necessio
Lecture Slides
→ extra
❖ Saunders, M. N. (2011). Research methods for business students, 5/e. Pearson Education India.
Chapter 10
❖ Goffee, R., & Jones, G. (2000). Why Should Anyone Be Led by You?. Harvard Business Review, 78(5),
62-70.
Chapter 1 Hitt et al:
Companies that
❖ Allow associates to participate in major decisions
❖ Invest heavily into training
❖ Provide profit sharing programs
Have much more productive workforces and enjoy many benefits
Basic Elements of Organizational Behaviour
❖ Encompasses the actions of individuals anf groups in an organizational context
❖ The process of managing OB is focused on acquiring, developing and applying the knowledge and
skills of people = the actions of individuals and groups in an organizational context
,Stategic OB approach
❖ An approach that involves organizing and managing people’s knowledge and skills effectively to
implement the organization’s strategy and gain a competitive advantage
➢ Individual, interpersonal and organizational factors determine the behaviour and the
ultimate value of people in an organization
■ These factors produce the outcomes of productivity (of employees) , satisfaction
(of employees) and organizational success (competitive advantage and financial
performance)
●
❖ Strategic leaders are important for the strategic OB approach → their job is to motivateppl and help
to implement the organizational strategy.
➢ Middle man of the company are important for maintaining the strategic strategy
❖ Organization:
➢ A collection of individuals forming a coordinated system of specialized activities for the
purpose of achieving certain goals over an extended period of time
➢ There are tangible and intangible resources
❖ Human capital as a source of competitive advantage
➢ Definition: “Is the sum of the skills, knowledge and general attributes of the people in an
organization”
➢ Doesn’t suffer from the law of diminsihing returns
■ Depends on value →extend to which individuals are capable of producing work
that supports can organization’s strategy for competing in the marketplace
■ Depends on rareness → extend to which the skills and talents of an organization’s
people are unique in the industry
■ Depends on imitability →extend to which the skills and talents of an
organization’s people can be copied by other organizations
❖ For human capital to be a competitive advantage it must fulfilll all three requirements and then
they also need to be leveraged/motivated
➢
, ❖ Competitive advantage
➢ An advantage enjoyed by an organization that can perform some aspects of its work better
than competitors can or in a way that competitors cannot duplicate sucha that it offers
products/services that are more valuable to customers
❖ Positive OB
➢ An approach to managing people that nurtures each individua’s greatest strengths and
helps people use those strengths to their and the organization’s advantage
➢ Leadas to more positive self concepts and less stress → better performance
❖ High-Involvement Management
➢ Involves carefully selecting and training associates and giving them significant decision
making power, information and incentive compensation
➢ Senior, middle and lower level mangers all need to recignize that human capital is the most
important resource
➢ This depends on 5 main skills
■
➢
➢
❖ FOR summary read chapter 1 page 10
Chapter 2 Hitt et al: DIVERSITY
Diversity: a characteristic of a group of people where differences exist on one or more relevant dimensions
such as gender
❖ Can be defined by an attribute that makes another person different → race, ethinitcy etc.
❖ Diverse is a discription of a group and not of an individual
❖ When diversity is managed succesfukkt a multicultural organization is the result
Multicultural organization: an organization in which the organizational culture values differences
, Plural organizations: an orgniztion that has a diverse workforce and takes steps to be inclusive and
respectful of differencs but where diversity is rather tolerated than truly valued
Monolithic organizations: an organization that is homogenous
Diversity should have:
❖ Changes on the population demographic
❖ Increase in the service economy
❖ The global economy
❖ Requirements for teamwork
Diversity Management and High Involvement Organizations
❖ Individual Outcomes
➢ For diverse individuals diversity is important for levels of comfort
➢ Allows all individuals to feel valued
❖ Group Outcomes :
➢ Positive impacts on decision making, creativity and complex tasks
➢ Can lead to biases against suggestions due to fault lines of diversity
❖ Organizational Outcomes
➢ Can lead to more satisfied and motivated and committed employees who perform
individually better
❖ Societal and Moral Outcomes
➢ Laws prohibit employees from discriminating against each other
➢ Diversity appeared to increase stock price as well
Things that stand in the way of diversity
❖ Power differentials
➢ Ascribed status: status and power that is assigned by cultural norms ad depends on group
membership
■ Prevents the creation of an inclusive workplace
● Lower status people can not contribute as much because they have less
power to express
● People will form cliques with ppl at their power levels which reduces level
of exchanges
❖ Differences in social identity
➢ Social identity - a person’s knowledge that he or she belongs to certain social groups where
belonging to those groups has emotional significance
➢ Minority fear that they may loose their social identity
➢ Minority may think they need to act different to their normal social identity
➢ People often favor people who belong to their own social identity - so a lot of in and out
groups are created → creates more stereotypes
❖ Stereptyping
➢ Fuels conformation bias
➢ Difficult to remove because everyone has them
❖ Prejudice and discrimination
