2024 GCO
College 1 (Introduction)
Lecture 1 (Cathy van Dyck)
Robbins and Judge Chapter 1
Van Dyck
Lecture 1 (Cathy van Dyck)
Robbins and Judge Chapter 1
Social identitiy
- USA summer camps
½ of the camp got a blue cap, the other half a red cap
They liked their own color more than the other color. They favoured their own
color
conclusion = the fact that you are a member of a group has effect on thinking and on
behavior!
Error prone situation
Example of the snack bar at the Elandsgracht in Amsterdam. The name of the snack bar is
called “Stoot je hoofd niet”. This snack bar is called like this because they have a low ceiling
when you go to the souterrain. There is a good chance that you will hit your head when you
walk down (error-prone situation = foutgevoelige situatie)
Error prevention
Is the fact that this snack bar is doing everything they can to prevent people from hitting
their head. For example calling the bar “Stoot je hoofd niet”. By this way people will know
that there is a low ceiling
Error management
With error management people will make sure that there’s a non-negative consequence. For
example with the place called “Weber” they hang a pillow on the low ceiling. Hier gaat
het om de consequentie, de fout maakt je niet uit!)
What are ‘errors’ and what are they not?
- Errors are being confused with consequences but there’s a major difference
An error = hitting your head
A consequence = having a headache
Error
- Means that you did not achieve your goal
- No coincidence
- Could have been avoided
Violation (overtredingen)
- A conscious choice to ignore the rules
- Wrong intentions do not necessarily have to be a failed action
, - You did this on purpose
Consequences
- Could be negative (loss of money or time)
- Or positive (innovative)
This course is about people and their behavior within organizations.
- You have human behavior at 3 levels
Individual
Group
Organizational
Organizational behavior focusses on people and their behavior
What is organizational behavior?
= a field that investigates the impact that individuals, groups and structures have on
behavior within organization with the aim of applying knowledge to improve the
effectiveness of an organization.
What is an organization?
= A coordinated social unit (consisting of 2+ people) that functions on a continue basis to
achieve a common goal
Worker = an individual who contributes to the accomplishment of work goals
- Why is a worker not an employee? because of the ‘gig’ economy.
Gig-economy: changes in the worker industry, such as financial instability, job
security, autonomy, career oath uncertainty, the transience of work and the
physical separation. These changes have led to many challenges for gig workers.
They navigate a new world where they come to grips with their emotions,
identity and relationships, struggle to structure work to stay in business.
For example: freelance/flexible workers
Manager = an individual who achieves goals through other people
- Formal and informal leaders
- A leader doesn’t have to be the formally appointed managemer, the part of the
managing job is leading
Managers work can be categorized
1. Planning: a process that includes defining goals, establishing strategy and developing
plans to coordinate activities
2. Organizing: determining what tasks are to be done by who
3. Leading: this motivates people, directing others and selecting the most effective
communication
4. Controlling: monitoring activities
Management roles
Interpersonal roles
, Managers are being busy with the symbolic tasks (like stepping up as a
figurehead)
Managers take leadershiproles when it comes to hiring, training and motivating
They take on a connecting role between internal and external relations
Informational roles
Here the managers collect information from the media to keep up to date
They are a spreader of news within the organization
They serve as a spokesperson in representing the organization to the outside
world
Decisional roles
Mintzebergs 4 decisionroles
Entrepreneur role overseeing of projects to enhance the organizational
performance
Disturbance handles they address unforeseen problems
Recourse allocators responsible for distributing human philical
recourses
Negotiator roles negotiating with internal/external units for
advantages for their own unit
Management skills
- Technical skills (expertise)
- People skills (understanding people)
- Conceptual skills (mental ability)
Managerial activities (what do managers do during work?)
(Do managers who move up quickly in an organization do the same activities and with the
same emphasis as managers who do the best job?)
Traditional management
Decision making, planning & controlling
Communication
Exchanging & processing info
HR leadership
Motivating, managing conflict & staffing
Networking
Socializing & interaction with outsiders
Evidence based management
People have assumptions influence the decisions that they make
Behavior is predictable
Systematic study: here we look at the relations, the causes and consequences that we
attribute to conclusions.
For example: a test was given to 20 people, 10 people knew that it was oke to
make mistakes, and the other 10 weren’t given this information
EBM (evidence-based management) is a key to the systematic study
EBM bases management decisions on the best available scientific evidence that
requires management to think scientifically about management problems
, Workforce diversity and inclusion
Workforce diversity = the heterogeneous characteristics of organizations that
recognize that their workers vary in gender or race
Workforce inclusion = the act of creating and maintaining workplaces that support
the diversity of their members
Globalization = the process in which worldwide integration and interdependence are
promoted across national borders
Corporate Social Responsibility (CSR) = maatschappelijk verantwoord ondernemen. An
organization self-regulated actions to benefit society or environmental beyond what is
required by law good for the planet and people
Positive organizational scholarship = the area of OB research that studies how organizations
develop human strength, foster vitality, build reliance and unlock potential
Article Cathy van Dyck
The tragic 1996 Everest expedition: a tale of error culture
Het optreden van fouten (errors) kan niet volledig worden geëlimineerd. Er wordt een strikt
onderscheid gemaakt tussen fouten en de gevolgen ervan om:
(a) foutpreventie en foutbeheer te bespreken
(b) te laten zien hoe organisaties een foutbeheersingscultuur kunnen bevorderen die het
beste van beide combineert.
In dit artikel worden twee Everest-expedities uit 1996 gebruikt als illustratie van wat er mis
kan gaan in complexe systemen met een hoog risico. Het doel van dit artikel beperkt zich
echter niet tot sectoren met een hoog risico. Een beheersingsfoutencultuur is gericht op het
beheersen van de negatieve gevolgen van fouten – het meest relevant in sectoren met een
hoog risico – maar bevordert ook de positieve gevolgen van fouten die nodig zijn voor
aanpassing en innovatie. Het artikel bespreekt zowel algemene als recente empirische
literatuur over veiligheid, kwaliteit en foutafhandeling
Dit artikel bespreekt het belang van het differentiëren van fouten en aanverwante
concepten. Dit helpt bij het vergroten van het bewustzijn van de voor- en nadelen van twee
dominante benaderingen van fouten: foutpreventie en foutbeheer.
Vervolgens stel ik voor hoe organisaties kunnen profiteren van de voordelen van beide. Het
geval van Everest is hier illustratief.
Al met al biedt het artikel een grondige analyse van de complexe factoren die hebben
bijgedragen aan de ramp op de Everest in 1996, en benadrukt het belang van het erkennen
en adresseren van deze problemen in de toekomst.
Lecture 3: artikel Van Dyck & Dimitrova
Walk the walk: “leaders enacted priority of safety, incident reporting and error
management”.
College 1 (Introduction)
Lecture 1 (Cathy van Dyck)
Robbins and Judge Chapter 1
Van Dyck
Lecture 1 (Cathy van Dyck)
Robbins and Judge Chapter 1
Social identitiy
- USA summer camps
½ of the camp got a blue cap, the other half a red cap
They liked their own color more than the other color. They favoured their own
color
conclusion = the fact that you are a member of a group has effect on thinking and on
behavior!
Error prone situation
Example of the snack bar at the Elandsgracht in Amsterdam. The name of the snack bar is
called “Stoot je hoofd niet”. This snack bar is called like this because they have a low ceiling
when you go to the souterrain. There is a good chance that you will hit your head when you
walk down (error-prone situation = foutgevoelige situatie)
Error prevention
Is the fact that this snack bar is doing everything they can to prevent people from hitting
their head. For example calling the bar “Stoot je hoofd niet”. By this way people will know
that there is a low ceiling
Error management
With error management people will make sure that there’s a non-negative consequence. For
example with the place called “Weber” they hang a pillow on the low ceiling. Hier gaat
het om de consequentie, de fout maakt je niet uit!)
What are ‘errors’ and what are they not?
- Errors are being confused with consequences but there’s a major difference
An error = hitting your head
A consequence = having a headache
Error
- Means that you did not achieve your goal
- No coincidence
- Could have been avoided
Violation (overtredingen)
- A conscious choice to ignore the rules
- Wrong intentions do not necessarily have to be a failed action
, - You did this on purpose
Consequences
- Could be negative (loss of money or time)
- Or positive (innovative)
This course is about people and their behavior within organizations.
- You have human behavior at 3 levels
Individual
Group
Organizational
Organizational behavior focusses on people and their behavior
What is organizational behavior?
= a field that investigates the impact that individuals, groups and structures have on
behavior within organization with the aim of applying knowledge to improve the
effectiveness of an organization.
What is an organization?
= A coordinated social unit (consisting of 2+ people) that functions on a continue basis to
achieve a common goal
Worker = an individual who contributes to the accomplishment of work goals
- Why is a worker not an employee? because of the ‘gig’ economy.
Gig-economy: changes in the worker industry, such as financial instability, job
security, autonomy, career oath uncertainty, the transience of work and the
physical separation. These changes have led to many challenges for gig workers.
They navigate a new world where they come to grips with their emotions,
identity and relationships, struggle to structure work to stay in business.
For example: freelance/flexible workers
Manager = an individual who achieves goals through other people
- Formal and informal leaders
- A leader doesn’t have to be the formally appointed managemer, the part of the
managing job is leading
Managers work can be categorized
1. Planning: a process that includes defining goals, establishing strategy and developing
plans to coordinate activities
2. Organizing: determining what tasks are to be done by who
3. Leading: this motivates people, directing others and selecting the most effective
communication
4. Controlling: monitoring activities
Management roles
Interpersonal roles
, Managers are being busy with the symbolic tasks (like stepping up as a
figurehead)
Managers take leadershiproles when it comes to hiring, training and motivating
They take on a connecting role between internal and external relations
Informational roles
Here the managers collect information from the media to keep up to date
They are a spreader of news within the organization
They serve as a spokesperson in representing the organization to the outside
world
Decisional roles
Mintzebergs 4 decisionroles
Entrepreneur role overseeing of projects to enhance the organizational
performance
Disturbance handles they address unforeseen problems
Recourse allocators responsible for distributing human philical
recourses
Negotiator roles negotiating with internal/external units for
advantages for their own unit
Management skills
- Technical skills (expertise)
- People skills (understanding people)
- Conceptual skills (mental ability)
Managerial activities (what do managers do during work?)
(Do managers who move up quickly in an organization do the same activities and with the
same emphasis as managers who do the best job?)
Traditional management
Decision making, planning & controlling
Communication
Exchanging & processing info
HR leadership
Motivating, managing conflict & staffing
Networking
Socializing & interaction with outsiders
Evidence based management
People have assumptions influence the decisions that they make
Behavior is predictable
Systematic study: here we look at the relations, the causes and consequences that we
attribute to conclusions.
For example: a test was given to 20 people, 10 people knew that it was oke to
make mistakes, and the other 10 weren’t given this information
EBM (evidence-based management) is a key to the systematic study
EBM bases management decisions on the best available scientific evidence that
requires management to think scientifically about management problems
, Workforce diversity and inclusion
Workforce diversity = the heterogeneous characteristics of organizations that
recognize that their workers vary in gender or race
Workforce inclusion = the act of creating and maintaining workplaces that support
the diversity of their members
Globalization = the process in which worldwide integration and interdependence are
promoted across national borders
Corporate Social Responsibility (CSR) = maatschappelijk verantwoord ondernemen. An
organization self-regulated actions to benefit society or environmental beyond what is
required by law good for the planet and people
Positive organizational scholarship = the area of OB research that studies how organizations
develop human strength, foster vitality, build reliance and unlock potential
Article Cathy van Dyck
The tragic 1996 Everest expedition: a tale of error culture
Het optreden van fouten (errors) kan niet volledig worden geëlimineerd. Er wordt een strikt
onderscheid gemaakt tussen fouten en de gevolgen ervan om:
(a) foutpreventie en foutbeheer te bespreken
(b) te laten zien hoe organisaties een foutbeheersingscultuur kunnen bevorderen die het
beste van beide combineert.
In dit artikel worden twee Everest-expedities uit 1996 gebruikt als illustratie van wat er mis
kan gaan in complexe systemen met een hoog risico. Het doel van dit artikel beperkt zich
echter niet tot sectoren met een hoog risico. Een beheersingsfoutencultuur is gericht op het
beheersen van de negatieve gevolgen van fouten – het meest relevant in sectoren met een
hoog risico – maar bevordert ook de positieve gevolgen van fouten die nodig zijn voor
aanpassing en innovatie. Het artikel bespreekt zowel algemene als recente empirische
literatuur over veiligheid, kwaliteit en foutafhandeling
Dit artikel bespreekt het belang van het differentiëren van fouten en aanverwante
concepten. Dit helpt bij het vergroten van het bewustzijn van de voor- en nadelen van twee
dominante benaderingen van fouten: foutpreventie en foutbeheer.
Vervolgens stel ik voor hoe organisaties kunnen profiteren van de voordelen van beide. Het
geval van Everest is hier illustratief.
Al met al biedt het artikel een grondige analyse van de complexe factoren die hebben
bijgedragen aan de ramp op de Everest in 1996, en benadrukt het belang van het erkennen
en adresseren van deze problemen in de toekomst.
Lecture 3: artikel Van Dyck & Dimitrova
Walk the walk: “leaders enacted priority of safety, incident reporting and error
management”.
