Lecture 1: Introduction BCO subsequently redesigning
tasks to reduce the
number of elements and
Organizational behavior (OB)
emotions
= an interdisciplinary field
dedicated to better understanding Video: Woman in working factory
an managing people at work
OB indeed draws on knowledge - Human Relations Movement
from different disciplines. But it is - Quality Movement
not interdisciplinary. It is a
hodgepodge of various subjects; a
collection of loosely related or
even unrelated streams of - Internet & Social Media
scholarly and not-so-scholarly Revolution
research. Perhaps sit is
Makes virtual organizations
multidisciplinary.
possible
Historical perspective
- Organizations where people
- Scientific Management work (partly) independent of
location supported by ICT
Creating standerds established by
facts or thrurtud gained through Examples:
systematic observation,
- Teleworking in contact with
experiment, or reasoning to
central office
improve organizational efficiency.
- Organizations without an
Also referred to as ‘Taylorism’: office
- ‘New World of Work’
- Frederick Taylor is seen as
o Based on memo Bill
founder
Gates
- Negative connotation:
o People work
associated with mass
production, the assembly independent of time
line, negative perception of and location
workers supported by ICT and
o See McGregor’s special office design
Theory X Video: Microsoft Austria & CNBC
working during Pandemic
However: some principles were
ground-breaking:
- Scientific selection and Diversity
training of people
- Scientific job redesign based = represents the multitude of
on time-motion research individual differences and
o Reducing tasks to basic similarities that exist among
people
elements or motions and
, - based on four different more novel alternatives
during problem-solving
activities
Diversity enhance the
number of contacts a
groups or work unit has as
its disposal
Research on decision making
provides evidence for this position
Bad: Social Categorization Theory
layers Similarities and differences are
- Personality used as a bias for categorizing self
- Internal (surface-level) (age, and others into groups, resulting
gender, race) in group dynamics with negative
- External (religion, consequences for workgroups.
education)
- Organizational dimension Creates ‘Us (ingroup)’ vs
(management status, work) ‘Them (outgroup)
mentality
Positive & Negative effects of
diverse work environments: o Liking ingroup
members, disliking
Good: Information/Decision- outgroup members
making Theory o Ingroup
Diverse workgroups should bias/favouritism and
outperform homogenous outgroup
workgroups because of more discrimination
information diversity: o Conflict between
ingroup and outgroup
Diverse groups are members
expected to do a better job
in earlier phases of problem
solving
o More likely to use
their diverse
background to Research on group dynamics
generate a more provides evidence for this position
comprehensive view - Minimal Group Paradigm
of a problem
Two groups are formed based on
The existence of diverse an arbitrary criterium
perspective can help groups
to brainstorm or uncover
,Group members are then asked to
divide outcomes among ingroup
versus outgroup members
Managing diversity
- Make fault lines less salient
by team composition
- Strengthen the overarching
identity of the team (see
A Process Model of Diversity
next lecture)
The negative effects of group
dynamics are stronger when ‘fault Video: The Danes
lines’ are more salient
- Making social categorization Organizational Culture
more likely
= set of shared, taken-for-granted
Fault line = hypothetical implicit assumptions that a group
dividing lines that may split a holds and that determines how it
group into subgroups based on perceives, thinks about and reacts
one or more attributed (i.e. to its various environments
Passed on to new
employees through the
process of socialization
Influences our behavior at
work
dimensions of diversity)
Layers of Organizational Culture
Observable artifacts: consists
of the physical manifestation of an
organization’s culture
- Acronyms, manner of dress,
awards, myths and stories
, - E.g. VU Griffin Best defence: comprehensive
cross-cultural training, including
Espoused values: explicitly
intensive language study
stated values and norms that are
preferred by an organization Video: Culture Shock
- E.g. Mission, core values
and ambitions of the VU
International OB
Lecture 2: Individuals in
Understanding cultural Organizations I – Attitudes and
differences Behavior
Societal culture: a set of beliefs
and values about what is Self-concept = the concept the
desirable and undesirable in a individual has of himself or herself
community of people, and a set of
formal or informal practices to Important parts of self-concept:
support the values - Self-esteem
Employees bring their societal - Self-efficacy
culture to work with them in the - Self-monitoring
form of customs and language - Organizational identification
Societal culture may differ on Self-esteem = belief about
various dimensions, for example one’s own self worth based on
high-context vs low-context an overall self-evaluation
cultures Can also be specific; social,
performance, and appearance
self-esteem.
Striving for a positive self-
Expatriates & Culture Shock evaluation is seen as one of
Expatriates: people living and/pr the most important motives for
working outside their home human behavior.
county How can you enhance
Cultural differences may lead self-esteem?
to Culture Shock - Favorable comparisons with
- Anxiety and doubt caused others (downward social
by an overload of new comparisons)
expectations and cues Make to feel better about
yourself
tasks to reduce the
number of elements and
Organizational behavior (OB)
emotions
= an interdisciplinary field
dedicated to better understanding Video: Woman in working factory
an managing people at work
OB indeed draws on knowledge - Human Relations Movement
from different disciplines. But it is - Quality Movement
not interdisciplinary. It is a
hodgepodge of various subjects; a
collection of loosely related or
even unrelated streams of - Internet & Social Media
scholarly and not-so-scholarly Revolution
research. Perhaps sit is
Makes virtual organizations
multidisciplinary.
possible
Historical perspective
- Organizations where people
- Scientific Management work (partly) independent of
location supported by ICT
Creating standerds established by
facts or thrurtud gained through Examples:
systematic observation,
- Teleworking in contact with
experiment, or reasoning to
central office
improve organizational efficiency.
- Organizations without an
Also referred to as ‘Taylorism’: office
- ‘New World of Work’
- Frederick Taylor is seen as
o Based on memo Bill
founder
Gates
- Negative connotation:
o People work
associated with mass
production, the assembly independent of time
line, negative perception of and location
workers supported by ICT and
o See McGregor’s special office design
Theory X Video: Microsoft Austria & CNBC
working during Pandemic
However: some principles were
ground-breaking:
- Scientific selection and Diversity
training of people
- Scientific job redesign based = represents the multitude of
on time-motion research individual differences and
o Reducing tasks to basic similarities that exist among
people
elements or motions and
, - based on four different more novel alternatives
during problem-solving
activities
Diversity enhance the
number of contacts a
groups or work unit has as
its disposal
Research on decision making
provides evidence for this position
Bad: Social Categorization Theory
layers Similarities and differences are
- Personality used as a bias for categorizing self
- Internal (surface-level) (age, and others into groups, resulting
gender, race) in group dynamics with negative
- External (religion, consequences for workgroups.
education)
- Organizational dimension Creates ‘Us (ingroup)’ vs
(management status, work) ‘Them (outgroup)
mentality
Positive & Negative effects of
diverse work environments: o Liking ingroup
members, disliking
Good: Information/Decision- outgroup members
making Theory o Ingroup
Diverse workgroups should bias/favouritism and
outperform homogenous outgroup
workgroups because of more discrimination
information diversity: o Conflict between
ingroup and outgroup
Diverse groups are members
expected to do a better job
in earlier phases of problem
solving
o More likely to use
their diverse
background to Research on group dynamics
generate a more provides evidence for this position
comprehensive view - Minimal Group Paradigm
of a problem
Two groups are formed based on
The existence of diverse an arbitrary criterium
perspective can help groups
to brainstorm or uncover
,Group members are then asked to
divide outcomes among ingroup
versus outgroup members
Managing diversity
- Make fault lines less salient
by team composition
- Strengthen the overarching
identity of the team (see
A Process Model of Diversity
next lecture)
The negative effects of group
dynamics are stronger when ‘fault Video: The Danes
lines’ are more salient
- Making social categorization Organizational Culture
more likely
= set of shared, taken-for-granted
Fault line = hypothetical implicit assumptions that a group
dividing lines that may split a holds and that determines how it
group into subgroups based on perceives, thinks about and reacts
one or more attributed (i.e. to its various environments
Passed on to new
employees through the
process of socialization
Influences our behavior at
work
dimensions of diversity)
Layers of Organizational Culture
Observable artifacts: consists
of the physical manifestation of an
organization’s culture
- Acronyms, manner of dress,
awards, myths and stories
, - E.g. VU Griffin Best defence: comprehensive
cross-cultural training, including
Espoused values: explicitly
intensive language study
stated values and norms that are
preferred by an organization Video: Culture Shock
- E.g. Mission, core values
and ambitions of the VU
International OB
Lecture 2: Individuals in
Understanding cultural Organizations I – Attitudes and
differences Behavior
Societal culture: a set of beliefs
and values about what is Self-concept = the concept the
desirable and undesirable in a individual has of himself or herself
community of people, and a set of
formal or informal practices to Important parts of self-concept:
support the values - Self-esteem
Employees bring their societal - Self-efficacy
culture to work with them in the - Self-monitoring
form of customs and language - Organizational identification
Societal culture may differ on Self-esteem = belief about
various dimensions, for example one’s own self worth based on
high-context vs low-context an overall self-evaluation
cultures Can also be specific; social,
performance, and appearance
self-esteem.
Striving for a positive self-
Expatriates & Culture Shock evaluation is seen as one of
Expatriates: people living and/pr the most important motives for
working outside their home human behavior.
county How can you enhance
Cultural differences may lead self-esteem?
to Culture Shock - Favorable comparisons with
- Anxiety and doubt caused others (downward social
by an overload of new comparisons)
expectations and cues Make to feel better about
yourself
