2023-2024, Block 2 GW4004MV. Organizational Behaviour
WEEK 1
Professionals
Week 4. HRM and Week 3. Week 2. Teams.docx Week 5. HRM and
context.docx Leadership.docx performance.docx
Inhoud
Lecture 1 (20-10-2023) .......................................................................................................................... 3
PART 1. Introduction to the course ................................................................................................................ 3
PART 2. Professionalism ................................................................................................................................. 4
Dimensions of professionalism: ................................................................................................................. 4
Different views on professionalism ........................................................................................................... 6
Workgroup meeting......................................................................................................................................... 10
Assignment 1 ........................................................................................................................................... 10
Literature ......................................................................................................................................................... 15
SUMMARIES .................................................................................................................................................... 16
I. Noordegraaf (2020). Protective or connective professionalism? How connected professionals can
(still) act as autonomous and authoritative experts.................................................................................... 16
Protective professionalism ...................................................................................................................... 16
Reconfiguration of professionalism ......................................................................................................... 17
➢ Hybrid professionals .................................................................................................................... 17
➢ Organizing professionals .............................................................................................................. 17
➢ Connective professionals ............................................................................................................. 17
In relation to: ‘relational expertise’, ‘relational autonomy’ & ‘relational authority’ ........................... 17
II. Waring, Currie (2009). Managing Expert Knowledge: Organizational Challenges and Managerial
Futures for the UK Medical Profession. ....................................................................................................... 21
Doctors’ views of the patient safety systems .......................................................................................... 21
Compliance .......................................................................................................................................... 21
Co-optation .......................................................................................................................................... 21
Adaptation ........................................................................................................................................... 21
Circumvent........................................................................................................................................... 22
Resistance ............................................................................................................................................ 22
III. Martimianakis, et al (2009). Sociological interpretations of professionalism. ................................ 23
Professionalism as a list of traits and behaviours .................................................................................... 23
Professionalism as a role played in society.............................................................................................. 23
Professionalism as a social construction ................................................................................................. 23
Professionalism as means and affect of social control ............................................................................ 24
1
,2023-2024, Block 2 GW4004MV. Organizational Behaviour
2
, 2023-2024, Block 2 GW4004MV. Organizational Behaviour
Lecture 1 (20-10-2023)
PART 1. Introduction to the course
Slide 2
The core of organizational behavior
is understanding how people react
to wanting to implement change.
Slide 3
“OB is the study of individuals and
their behavior withing the context
of the organization in a workplace
setting. It is an interdisciplinary
field that includes sociology,
psychology, and management.”
“A field of study that investigates the impact that individuals, groups, and structure have on behavior
within organizations, for the purpose of applying such knowledge toward improving an organization’s
effectiveness.” → so more of an emphasis on the various layers of organizational behavior.
Slide 4
The Hawthorne study: the effect of lighting on productivity in working in a factory. The ‘Hawthorne effect’ is
about social interaction that increases productivity; so it is about organizational behavior.
Slide 5
What is the difference between OB and HRM (Human Resource Management):
HRM is about:
- The management of work and people towards desired ends. (Boxall et al., 2007)
- HRM involves management decisions related to policies and practices that together shape the
employment relationship and are aimed at achieving individual, organizational, and societal goals.
(Boselie, 2010).
So HRM is more about the practice.
Slide 7
However, OB is much more relatable to everyone. It is about explaining and predicting human behavior by
replacing intuitive explanations with systematic study. It strives to base your opinion on scientific evidence
and studies; so the aim of OB is to get an educated view. So
it is less straightforward than HRM, what is more based on
common sense.
Slide 10
During this course we will look into the different layers
(individual – group – organization), but we will also look at
the context.
3
WEEK 1
Professionals
Week 4. HRM and Week 3. Week 2. Teams.docx Week 5. HRM and
context.docx Leadership.docx performance.docx
Inhoud
Lecture 1 (20-10-2023) .......................................................................................................................... 3
PART 1. Introduction to the course ................................................................................................................ 3
PART 2. Professionalism ................................................................................................................................. 4
Dimensions of professionalism: ................................................................................................................. 4
Different views on professionalism ........................................................................................................... 6
Workgroup meeting......................................................................................................................................... 10
Assignment 1 ........................................................................................................................................... 10
Literature ......................................................................................................................................................... 15
SUMMARIES .................................................................................................................................................... 16
I. Noordegraaf (2020). Protective or connective professionalism? How connected professionals can
(still) act as autonomous and authoritative experts.................................................................................... 16
Protective professionalism ...................................................................................................................... 16
Reconfiguration of professionalism ......................................................................................................... 17
➢ Hybrid professionals .................................................................................................................... 17
➢ Organizing professionals .............................................................................................................. 17
➢ Connective professionals ............................................................................................................. 17
In relation to: ‘relational expertise’, ‘relational autonomy’ & ‘relational authority’ ........................... 17
II. Waring, Currie (2009). Managing Expert Knowledge: Organizational Challenges and Managerial
Futures for the UK Medical Profession. ....................................................................................................... 21
Doctors’ views of the patient safety systems .......................................................................................... 21
Compliance .......................................................................................................................................... 21
Co-optation .......................................................................................................................................... 21
Adaptation ........................................................................................................................................... 21
Circumvent........................................................................................................................................... 22
Resistance ............................................................................................................................................ 22
III. Martimianakis, et al (2009). Sociological interpretations of professionalism. ................................ 23
Professionalism as a list of traits and behaviours .................................................................................... 23
Professionalism as a role played in society.............................................................................................. 23
Professionalism as a social construction ................................................................................................. 23
Professionalism as means and affect of social control ............................................................................ 24
1
,2023-2024, Block 2 GW4004MV. Organizational Behaviour
2
, 2023-2024, Block 2 GW4004MV. Organizational Behaviour
Lecture 1 (20-10-2023)
PART 1. Introduction to the course
Slide 2
The core of organizational behavior
is understanding how people react
to wanting to implement change.
Slide 3
“OB is the study of individuals and
their behavior withing the context
of the organization in a workplace
setting. It is an interdisciplinary
field that includes sociology,
psychology, and management.”
“A field of study that investigates the impact that individuals, groups, and structure have on behavior
within organizations, for the purpose of applying such knowledge toward improving an organization’s
effectiveness.” → so more of an emphasis on the various layers of organizational behavior.
Slide 4
The Hawthorne study: the effect of lighting on productivity in working in a factory. The ‘Hawthorne effect’ is
about social interaction that increases productivity; so it is about organizational behavior.
Slide 5
What is the difference between OB and HRM (Human Resource Management):
HRM is about:
- The management of work and people towards desired ends. (Boxall et al., 2007)
- HRM involves management decisions related to policies and practices that together shape the
employment relationship and are aimed at achieving individual, organizational, and societal goals.
(Boselie, 2010).
So HRM is more about the practice.
Slide 7
However, OB is much more relatable to everyone. It is about explaining and predicting human behavior by
replacing intuitive explanations with systematic study. It strives to base your opinion on scientific evidence
and studies; so the aim of OB is to get an educated view. So
it is less straightforward than HRM, what is more based on
common sense.
Slide 10
During this course we will look into the different layers
(individual – group – organization), but we will also look at
the context.
3
