SUMMARY ORGANIZATION
DEVELOPMENT
Monitoring and changing culture and behaviour.
, Index
Week 1
Lecture page 2
Chapter 5 Diagnosing page 4
Corporate social responsibility as a source of organizational
morality, employee commitment and satisfaction page 9
Bad Apples, bad cases and bad barrels: Meta-Analytic
Evidence about sources of unethical decisions at work. Page 13
Continuities and Extensions of ethical climate theory: a
meta-analytic review. page 16
Week 2
Lecture page. 19
Work group diversity and group performance: an integrative
model and research agenda. page. 25
Work team diversity page. 30
What’s the difference? Diversity constructs as separation, variety, or
Disparity in organizations. page. 33
Deviance and dissent in groups page. 35
Week 3
Lecture page 39
Target practice: an organizational impression management
approach to attracting minority and female job applicants. page. 43
Sustainability or profitability? How communicated motives
for environmental policy affect public perceptions of
corporate greenwashing. page. 49
Why are job seekers attracted by corporate social
performance? Experimental and field tests of three.. page. 52
Understanding attitudes toward affirmative action
programs in employment: summary and meta-analysis
of 35 years of research. page. 55
Paragraph 18-4 Culture Change page. 59
Week 5
Lecture page. 62
Bad Apples or corrupting barrels? Preventing traders’ misconduct. page. 65
Learning from errors; towards an error management culture. AFM. page. 69
1
, Lecture 1: Environment, Culture and Team Design
Organizational development: is a system – wide application and transfer of behaviour science
knowledge to the planned development, improvement, and reinforcement of the strategies,
structure, and processes that lead to organization effectiveness.
ENVIRONMENT.
Organizations have to interact with their environment. There
are many factors within the environment.
The specific aspects : customers – suppliers – competitors –
public pressure groups.
The general aspects : global – political/legal – sociocultural –
technological – demographics – economy. The general
aspects of the environment are not specific to the
organisation.
Culture: the pattern of artefacts, norms, values, and basic
assumptions which describes how the organization solves
problems and teaches newcomers how to behave.
Artefacts……………………………………………………………………......
……………………………………………………………………………………….
……………………………………………………………………………………….
Norms: ……………………………………………………………………......
……………………………………………………………………………………….
……………………………………………………………………………………….
Values: ……………………………………………………………………......
……………………………………………………………………………………….
……………………………………………………………………………………….
Basis assumptions: ………………………………………………………...
……………………………………………………………………………………….
………………………………………………………………………………………. zie paragraph 18-4.
Culture is high predictive of….
- (financial) performance
- Employee well-being
- Organizational effectiveness
- Innovation
And more important than formal control systems, procedures, structure, and strategy.
Two types of culture.
Ethical culture: the shared belief that one should behave morally sound.
Inclusive culture: the shared belief that everyone should be included irrespective of their
communalities or differences.
Ethical culture.
Ethics is the code of moral principles and values that governs the behaviours of a person or group
with respect to what is right or wrong.
Importance of an ethical culture for organizations:
- Happier and more productive workers
- Corporate social responsibility improves financial performances
2
, Reduces costs and risks / gains competitive advantage / develops corporate reputation
Inclusive culture.
Inclusion
- Increases prosocial behaviour
- Decreases aggression
- Improves self-regulation
- For individuals at work: increases mood/self-esteem/self-
regulation/self-verification/work satisfaction/learning.
- For organizations: more satisfied and productive
employees / interpersonal trust
Team design
Teams are two or more people working together toward a common
goal. Teams differ from groups in 5 aspects: (1) task orientation (2)
degree of interdependence (3) purpose (4) degree of formal structure
(5) familiarity among members.
Goal clarity
1) How well does the team understand its goal?
2) How realistic-challenging are the team’s goals?
3) How is progress monitored?
4) How is feedback organized?
Task structure
Task coordination:
- How do we make individual tasks fit together?
- Who coordinates team tasks?
Task regulation:
- How do we ensure team members perform their tasks?
- Leader-regulation, co-worker regulation or self-regulation?
Performance norms
- How should we perform our tasks?
- What levels of performance are acceptable?
3
DEVELOPMENT
Monitoring and changing culture and behaviour.
, Index
Week 1
Lecture page 2
Chapter 5 Diagnosing page 4
Corporate social responsibility as a source of organizational
morality, employee commitment and satisfaction page 9
Bad Apples, bad cases and bad barrels: Meta-Analytic
Evidence about sources of unethical decisions at work. Page 13
Continuities and Extensions of ethical climate theory: a
meta-analytic review. page 16
Week 2
Lecture page. 19
Work group diversity and group performance: an integrative
model and research agenda. page. 25
Work team diversity page. 30
What’s the difference? Diversity constructs as separation, variety, or
Disparity in organizations. page. 33
Deviance and dissent in groups page. 35
Week 3
Lecture page 39
Target practice: an organizational impression management
approach to attracting minority and female job applicants. page. 43
Sustainability or profitability? How communicated motives
for environmental policy affect public perceptions of
corporate greenwashing. page. 49
Why are job seekers attracted by corporate social
performance? Experimental and field tests of three.. page. 52
Understanding attitudes toward affirmative action
programs in employment: summary and meta-analysis
of 35 years of research. page. 55
Paragraph 18-4 Culture Change page. 59
Week 5
Lecture page. 62
Bad Apples or corrupting barrels? Preventing traders’ misconduct. page. 65
Learning from errors; towards an error management culture. AFM. page. 69
1
, Lecture 1: Environment, Culture and Team Design
Organizational development: is a system – wide application and transfer of behaviour science
knowledge to the planned development, improvement, and reinforcement of the strategies,
structure, and processes that lead to organization effectiveness.
ENVIRONMENT.
Organizations have to interact with their environment. There
are many factors within the environment.
The specific aspects : customers – suppliers – competitors –
public pressure groups.
The general aspects : global – political/legal – sociocultural –
technological – demographics – economy. The general
aspects of the environment are not specific to the
organisation.
Culture: the pattern of artefacts, norms, values, and basic
assumptions which describes how the organization solves
problems and teaches newcomers how to behave.
Artefacts……………………………………………………………………......
……………………………………………………………………………………….
……………………………………………………………………………………….
Norms: ……………………………………………………………………......
……………………………………………………………………………………….
……………………………………………………………………………………….
Values: ……………………………………………………………………......
……………………………………………………………………………………….
……………………………………………………………………………………….
Basis assumptions: ………………………………………………………...
……………………………………………………………………………………….
………………………………………………………………………………………. zie paragraph 18-4.
Culture is high predictive of….
- (financial) performance
- Employee well-being
- Organizational effectiveness
- Innovation
And more important than formal control systems, procedures, structure, and strategy.
Two types of culture.
Ethical culture: the shared belief that one should behave morally sound.
Inclusive culture: the shared belief that everyone should be included irrespective of their
communalities or differences.
Ethical culture.
Ethics is the code of moral principles and values that governs the behaviours of a person or group
with respect to what is right or wrong.
Importance of an ethical culture for organizations:
- Happier and more productive workers
- Corporate social responsibility improves financial performances
2
, Reduces costs and risks / gains competitive advantage / develops corporate reputation
Inclusive culture.
Inclusion
- Increases prosocial behaviour
- Decreases aggression
- Improves self-regulation
- For individuals at work: increases mood/self-esteem/self-
regulation/self-verification/work satisfaction/learning.
- For organizations: more satisfied and productive
employees / interpersonal trust
Team design
Teams are two or more people working together toward a common
goal. Teams differ from groups in 5 aspects: (1) task orientation (2)
degree of interdependence (3) purpose (4) degree of formal structure
(5) familiarity among members.
Goal clarity
1) How well does the team understand its goal?
2) How realistic-challenging are the team’s goals?
3) How is progress monitored?
4) How is feedback organized?
Task structure
Task coordination:
- How do we make individual tasks fit together?
- Who coordinates team tasks?
Task regulation:
- How do we ensure team members perform their tasks?
- Leader-regulation, co-worker regulation or self-regulation?
Performance norms
- How should we perform our tasks?
- What levels of performance are acceptable?
3
