Organizational Behaviour Final Chapters: 2, 9, 10, 12, 13, 14, 16, 17
Organizational behaviour studies the influence that individuals, groups and structure have on
behaviour within organizations
Goal = to apply that knowledge toward improving an organization’s effectiveness
Conceptual models simplifying models
- Moderation model (The relationship between an independent and dependent variable is
influenced by another variable when?)
- Mediation model ( The relationship between an independent and dependent variable is
explained by another variable why?)
Research methods
- Case study
- Survey
- Experiment
- Meta-analysis
Chapter 2 – Diversity in Organizations
Surface-level diversity = Differences in easily perceived characteristics that do not necessarily reflect
the ways people think or feel )gender, race, age etc.)
Deep-level diversity = Differences in values, personality, and work preferences that become
progressively more important for determining similarity as people get to know one another better
(religion, sexual orientation, gender identity, and cultural identity).
Diversity presents many opportunities but we need to make sure to eliminate unfair discrimination
(= Making judgments about individuals based on stereotypes regarding their demographic group)
Biographical characteristics = Personal characteristics such as age, gender, race. These are
representative of surface-level diversity
Shortcuts in judging others:
,- Selective perception = The tendency to selectively interpret what one sees on the basis of
one’s interest background, experience and attitudes.
- Halo effect = The tendency to draw a positive general impression about an individual based
on a single positive characteristic.
- Contrast effect = People’s reaction is influenced by others we have recently encountered
(the context of the observation).
- Stereotyping = Judging someone on the basis of the perception of the group to which they
belong.
Ability = An individual’s capacity to perform the various tasks in a job (intellectual and physical
abilities).
Diversity Management = The process and programs by which managers make everyone more
aware of and sensitive to the needs and differences of others.
Stereotype threat = The degree to which we are concerned with being judged by or treated
negatively based on a certain stereotype can lead to underperformance, poor job attitudes
etc.
The following can be done to reduce stereotype threat withing organizations:
- Increasing awareness of how stereotypes may be reduced
- Reducing differential and preferential treatment by having objective evaluation criteria
- Banning stereotyped practices and messages
- Adopting transparent practices that signal the value of all employees
- Confronting aggressions against minority groups
Chapter 9 – Foundations of Group Behaviour
Formal groups installed by external actors.
Informal groups naturally formed within social entities.
Social identity theory = A perspective that considers when and why individuals consider
themselves members of groups self-esteem gets tied to whatever happens to the group.
, Ingroup The members of a group we belong to.
Outgroup An outgroup can mean anyone, but more usually it is an identified other group.
Punctuated equilibrium model stages of group development
1) The first meeting sets the group’s direction.
2) The first phase of group activity is one of inertia and thus makes slower progress.
3) A transition takes place when the group has used up half its allotted time.
4) This transition initiates major changes.
5) A second phase of inertia follow the transition.
6) The group’s last meeting is characterized by markedly accelerated activity.
Group role = Your task related position within a group.
- Role perception Your own view of the role you have.
- Role expectations The expectations others have of your role (through an psychological
contract, an unwritten agreement between employees and employers that establishes
mutual expectations).
- Role conflict Experienced conflict due to incompatible group roles (the individual is
confronted by divergent role expectations). Or similarly, interrole conflict, a situation in
which the expectations of an individual’s different, separate groups are in opposition.
All groups have established norms, which are acceptable standards of behaviour withing a group
that are shared by the group’s members
Conformity = The adjustment of one’s behaviour to align with the norms of the group.
Norms develop through:
- Explicit statements (Something that is explicit is expressed or shown clearly and openly,
without any attempt to hide anything)
- Critical experiences
- Primacy effect (an individual's tendency to better remember the first piece of information
they encounter than the information they receive later on)
Deviant workplace behaviour = Voluntary behaviour that violates significant organizational norms
and threatens the well-being of the organization or its members
Stimulated by group norms:
- Production
Organizational behaviour studies the influence that individuals, groups and structure have on
behaviour within organizations
Goal = to apply that knowledge toward improving an organization’s effectiveness
Conceptual models simplifying models
- Moderation model (The relationship between an independent and dependent variable is
influenced by another variable when?)
- Mediation model ( The relationship between an independent and dependent variable is
explained by another variable why?)
Research methods
- Case study
- Survey
- Experiment
- Meta-analysis
Chapter 2 – Diversity in Organizations
Surface-level diversity = Differences in easily perceived characteristics that do not necessarily reflect
the ways people think or feel )gender, race, age etc.)
Deep-level diversity = Differences in values, personality, and work preferences that become
progressively more important for determining similarity as people get to know one another better
(religion, sexual orientation, gender identity, and cultural identity).
Diversity presents many opportunities but we need to make sure to eliminate unfair discrimination
(= Making judgments about individuals based on stereotypes regarding their demographic group)
Biographical characteristics = Personal characteristics such as age, gender, race. These are
representative of surface-level diversity
Shortcuts in judging others:
,- Selective perception = The tendency to selectively interpret what one sees on the basis of
one’s interest background, experience and attitudes.
- Halo effect = The tendency to draw a positive general impression about an individual based
on a single positive characteristic.
- Contrast effect = People’s reaction is influenced by others we have recently encountered
(the context of the observation).
- Stereotyping = Judging someone on the basis of the perception of the group to which they
belong.
Ability = An individual’s capacity to perform the various tasks in a job (intellectual and physical
abilities).
Diversity Management = The process and programs by which managers make everyone more
aware of and sensitive to the needs and differences of others.
Stereotype threat = The degree to which we are concerned with being judged by or treated
negatively based on a certain stereotype can lead to underperformance, poor job attitudes
etc.
The following can be done to reduce stereotype threat withing organizations:
- Increasing awareness of how stereotypes may be reduced
- Reducing differential and preferential treatment by having objective evaluation criteria
- Banning stereotyped practices and messages
- Adopting transparent practices that signal the value of all employees
- Confronting aggressions against minority groups
Chapter 9 – Foundations of Group Behaviour
Formal groups installed by external actors.
Informal groups naturally formed within social entities.
Social identity theory = A perspective that considers when and why individuals consider
themselves members of groups self-esteem gets tied to whatever happens to the group.
, Ingroup The members of a group we belong to.
Outgroup An outgroup can mean anyone, but more usually it is an identified other group.
Punctuated equilibrium model stages of group development
1) The first meeting sets the group’s direction.
2) The first phase of group activity is one of inertia and thus makes slower progress.
3) A transition takes place when the group has used up half its allotted time.
4) This transition initiates major changes.
5) A second phase of inertia follow the transition.
6) The group’s last meeting is characterized by markedly accelerated activity.
Group role = Your task related position within a group.
- Role perception Your own view of the role you have.
- Role expectations The expectations others have of your role (through an psychological
contract, an unwritten agreement between employees and employers that establishes
mutual expectations).
- Role conflict Experienced conflict due to incompatible group roles (the individual is
confronted by divergent role expectations). Or similarly, interrole conflict, a situation in
which the expectations of an individual’s different, separate groups are in opposition.
All groups have established norms, which are acceptable standards of behaviour withing a group
that are shared by the group’s members
Conformity = The adjustment of one’s behaviour to align with the norms of the group.
Norms develop through:
- Explicit statements (Something that is explicit is expressed or shown clearly and openly,
without any attempt to hide anything)
- Critical experiences
- Primacy effect (an individual's tendency to better remember the first piece of information
they encounter than the information they receive later on)
Deviant workplace behaviour = Voluntary behaviour that violates significant organizational norms
and threatens the well-being of the organization or its members
Stimulated by group norms:
- Production
