Summary BCO Full Notes

ORGANIZATIONAL BEHAVIOR – 2023
- Organization  system of consciously coordinated activities of two or more people
 Coordination effort  politics, rules and regulations
 Common goal
 Division of labor  separated but related tasks
 Hierarchy of authority  chain of command
- Organization behavior  interdisciplinary field dedicated to better understanding
and managing people at work




CH 1 - Historic perspective
 Scientific management movement  standards established by facts or truths gained
through systematic observations to improve organizational efficiency
- Taylorism  mass production & assembly lines
 Scientific selection and training of people
 Scientific job re-design based on time-motion research/reduction
- McGregor theories  Human relations movement  assumptions on human
nature  managers POV of employees
 Theory X  pessimistic and negative  threatened with punishment in order to
do their job
 Theory Y  positive  employees as active social beings  focus on workers
- Total quality management (TQM) & Six Sigma
 Focus shift on customers  organizational culture dedicated to training,
continuous improvement, and customer satisfaction  employee driven
 Improving quality of goods and services  precision and predictability
 TQM principles
 Do it right the first time to eliminate costly rework and product recalls
 Listen to and learn from customers and employees
 Make continuous improvement an everyday matter
 Build teamwork, trust, and mutual respect
- Deming legacy
 Quality/good management
 85-15 rule  when things go wrong it’s 85% of times the systems fault
 Human and social capital  knowledge workers
- Human capital  productive potential of one’s knowledge and actions
- Social capital  productive potential of strong, trusting and cooperative
relationships
 Growth depends on timely sharing of valuable knowledge


 Management
- Process of working with and through others to achieve organizational objectives,
efficiently and ethically, amid constant change
- Manager skills

,  Clarifies goals and objectives  Keeps things moving
 Plans and organizes  Controls details
 Has technical and administrative  Pressures for goal
expertise accomplishment
 Facilitates work  Empowers and delegates
 Provides feedback  Recognizes good performance
- Contingency approach  using management tools and techniques in a situationally
appropriate manner; avoiding the one-best-way mentality
 Organizational behavior within a situational context  no one fits all 
realistically interrelates individuals
 Corporate social responsibility  corporations are expected to go above and beyond
following the law and making a profit
- Serve interest and needs of stakeholders
 Economic responsibility  e profitable
 Legal responsibility  obey the law
 Ethical responsibility
 Philanthropic responsibility  be a good global corporate citizen
 Globally society expectations that business will engage in social activities
that are not mandated by law nor expected in an ethical sense




CH 2 - Diversity
- Represents the multitude of individual differences and similarities that exist among
people
 Personality  inner layer
 Internal surface-level dimensions  age, gender, race  demographical
differences
 External secondary dimensions  geographic location, religion, education,
background

,  Organizational dimensions  management status, department, job
 Discrimination  occurs when employment decisions are based on factors
that are not job related
 Affirmative action  artificial intervention for correcting imbalances 
focuses on achieving equality of opportunity in an organization
 Managing diversity  creating organizational changes that enable all people
to perform up to their maximum potential  education, enforcement and
exposure  better than affirmative action
 Striving for diversity
- Business case  leads to better performance, productivity and creativity
- Moral case  diversity is the right thing to do  equal opportunities for all
individuals
 Positive and negative
- Positive aspects of diversity  Information/Decision Making Theory  more
informational diversity
 Diverse backgrounds generate a more comprehensive view of a problem
 Different perspectives bring more alternative solutions  task-relevant decision
making
 Enhances number of contacts a group has at its disposal
- Negative aspects  Social Categorization Theory
 Pushes ingroup VS outgroup mentality  bias/favoritism/conflict
 Minimal group paradigm  groups based on arbitrary criterium  creates
conflict between groups
- Positive aspects of social categorization processes  depends on the context
 Super-ordinate groups/inclusive level  wider generalizations
 Sub-ordinate level  inter-group differences
 Individuals
 Works for uncertainty reduction & increases self-esteem
- Stereotype  beliefs about the characteristics of a group
 Stereotyping  intergroup bias and conflict VS outgroup  cognitive social
process for organizing information ≠ discrimination and prejudice
 Sex-role stereotype  beliefs about appropriate roles for men and women
 Microaggression  biased thoughts, attitudes, and feelings that exist at an
unconscious level
 Stereotype threat  predicament on which group members must deal with the
possibility of being judged or treated stereotypically
- Altering categorization processes
 Re-categorization  focus on super-ordinates  what we have in common
 De-categorization  only individuals
- Process model of diversity
 Demographic fault lines  hypothetical dividing lines that split a group into
subgroups based on attributes  higher conflict when fault lines are more
salient
 Diversity climate  employees aggregate perceptions about an
organization’s policies, practices and procedures pertaining to diversity
- Managing diversity  creating organizational challenges that enable all people to
perform up to their maximum potential