College 1B 3
College 1C 5
College 2A: individuals in organizations, attitudes and behavior 7
College 2B: Individuals in organizations: attitudes and behavior 9
College 3A: individuals in organizations: motivation 12
Lecture 6 A 14
Lecture 6B: introduction Case 1 16
College 3B: Individuals in organizations: Motivation 18
College 4A: groups in organizations: Group dynamics 23
College 4b: groups in organizations: group dynamics 25
College 5.1: Teams: effective teams 27
College 5.2: teams: social dilemmas & social value orientation. 29
College 5.2: Teams: Rewarding, cooperation or competition 31
College 7.1:decision-making, conflict and negotiation: part 1: decision making 34
College 7.2: Decision-making, conflict and negotiation. Part 2: Biases 35
College 7.3: decision-making, conflict and negotiation: part 3: Models of decision
making 36
College 7.4: Decision-making, conflict and negotiation: part 4: why decision-making
needs conflict 40
College 8.1: Decision making, conflict and negotiation II Part 1:Views on conflict 42
College 8.2:Decision making, conflict and negotiation II: part 2: Causes and solutions
44
College 8.3: Decision-making, conflict and negotiation II Part 3: Conflict behavior 46
College 8.4: Decision-making, conflict and negotiation II Part 4: negotiation 48
College 9.1: communication 49
College 9.1: communication 51
College 10.1: Introduction Case study II: social dilemma 54
College 10.2: Introduction Case II: social dilemmas 55
College 11.1: Leadership 56
College 11.2: leadership 58
, College 1B
Organization: an organization is “a system of consciously coordinated activities or forces of
two or more persons (h1, p5)
Four common denominators (h17,p496
1. Coordination of effort —> achieved by policies, rules and regulations
2. A common goal
3. Division of labor —> individuals perform separate but related tasks to achieve the
common goal
4. Hierarchy of authority —> chain of command dedicated to make sure the the right
people do the right things at the right time. (Often reflected in an organizational chart)
What is this course about?
● organization behavior or OB —>
○ an interdisciplinary field dedicated to better understanding and managing
people at work
● OB indeed draws on knowledge from different disciplines —>
○ including communication science and organization science
● But is it really interdisciplinary—>
○ does it analyse, synthesize and harmonize links between disciplines into a
coordinated and coherent while?
● Not really… —>
○ In reality it is a hodgepodge of various subjects; a collection of loosely related
or even unrelated streams of scholars and not-so-scholarly research. It is
neither a discipline or interdisciplinary, perhaps multidisciplinary
A historical perspective of OB
- scientific management (h8, p226)
1880 - 1930 so discredited that it is not even mentioned in chapter 1.
Creating standards established by facts or truths gained through systematic observation,
experiment, or reasoning to improve organizational efficiency.
Also referred to as “Taylorism”: Frederick Taylor (1856 - 1915) was the founder
Negative connotation because it’s association with mass production, the assembly line, and
negative perception of workers —> McGragors theory X (human relations movement
However, some principles of scientific management were groundbreaking:
- scientific selection training of people
- Scientific job redesign based on time-motion research —> reducing tasks to basic
elements or motions and subsequently redesigning tasks to reduce the number of
elements and motions. They were more about welfare
- The human relations movement (h1,p8)
1930 - 1970
, - The quality movement (h1,p10)
1980’s
- The internet and social media revolution (h1, p12)
1990’s
Makes virtual organizations possible. —> Organizations where people work (partly)
independent of locations supported by ICT
Examples:
● teleworking in contact with central office
● Organizations without an office
● “New World of Work” —> based on memo by Bill Gates (Microsoft) in 2005. People
work independent of time and location supported by ICT and special office design.
Working from home during the corona pandemic may have a huge effect after the corona
pandemic
Filmpje thuiswerken corona vs
● Het is niet voor iedereen
● Kan leiden tot meer verdeeldheid
● Goed voor the environment. Hoe gaan de towns veranderen als we geen offices
nodig hebben. De steden zullen er anders uitzien
● Veel academic research over de productiviteit, ze werken niet minder goed soms
zelfs beter, ze weten niet wanneer je moet stoppen —> probleem
● Door thuis te blijven spaart het je tijd waarin je kan werken.
● Meer voordelen komen tevoorschijn —> lasting influence
The Dutch newspaper
● 40 % from home now
● 15% want to stay working at home
● 54% miss the free coffee
● 22% the cheap lunch
● 30% misses nothing
It is important to see and talk to your colleagues
, College 1C
Diversity
Defining diversity: represents the multitude of individual differences and similarities that
exists among people
Based on 4 different layers
1. Personality
2. Internal (surface level) dimensions
3. External (secondary) dimensions
4. Organizational dimensions
Two perspectives for workgroups:
1. Diversity is good for workgroups; information/decision making theory
Proposes that diverse workgroups should outperform homogeneous workgroups because
more informational diversity
Diverse groups are expected to do better job in earlier phases of problem solving
- because they are more likely to use their diverse background to generate a more
comprehensive view of the problem.
The existence of diverse perspectives can help groups to brainstorm or uncover more novel
alternatives during problem-solving activities.
Diversity can enhance the number of contacts a group or work unit has at its disposal
Research on decision making provides evidence for this position
2. Diversity is bad for workgroups; social categorization theory
Proposes that similarities and differences are uses as a basis for categorizing self and
others into groups, resulting in group dynamics with negative consequences for workgroups
- creates “us (ingroup) vs them (outgroup)” mentality. —> liking ingroup members,
disliking outgroup members. Ingroup bias/favoritism and outgroup discrimination.
Conflict between ingroup and outgroup members
Research on group dynamics provides evidence for this position
- for example research with the so-called minimal group paradigm —> two groups are
formed on an arbitrary criterium, preferences for painters. Group members are then
asked to divide outcomes among ingroup versus outgroup members.
A process model of diversity
The negative effects of group dynamics are stronger when “fault lines” are more salient.
Making social categorization more likely
Fault line: hypothetical dividing lines that may split a group into subgroups based on one or
more attributes.
You can avoid this by making fault lines less salient by team composition or to strengthen
the overarching identity of the team.
College 1C 5
College 2A: individuals in organizations, attitudes and behavior 7
College 2B: Individuals in organizations: attitudes and behavior 9
College 3A: individuals in organizations: motivation 12
Lecture 6 A 14
Lecture 6B: introduction Case 1 16
College 3B: Individuals in organizations: Motivation 18
College 4A: groups in organizations: Group dynamics 23
College 4b: groups in organizations: group dynamics 25
College 5.1: Teams: effective teams 27
College 5.2: teams: social dilemmas & social value orientation. 29
College 5.2: Teams: Rewarding, cooperation or competition 31
College 7.1:decision-making, conflict and negotiation: part 1: decision making 34
College 7.2: Decision-making, conflict and negotiation. Part 2: Biases 35
College 7.3: decision-making, conflict and negotiation: part 3: Models of decision
making 36
College 7.4: Decision-making, conflict and negotiation: part 4: why decision-making
needs conflict 40
College 8.1: Decision making, conflict and negotiation II Part 1:Views on conflict 42
College 8.2:Decision making, conflict and negotiation II: part 2: Causes and solutions
44
College 8.3: Decision-making, conflict and negotiation II Part 3: Conflict behavior 46
College 8.4: Decision-making, conflict and negotiation II Part 4: negotiation 48
College 9.1: communication 49
College 9.1: communication 51
College 10.1: Introduction Case study II: social dilemma 54
College 10.2: Introduction Case II: social dilemmas 55
College 11.1: Leadership 56
College 11.2: leadership 58
, College 1B
Organization: an organization is “a system of consciously coordinated activities or forces of
two or more persons (h1, p5)
Four common denominators (h17,p496
1. Coordination of effort —> achieved by policies, rules and regulations
2. A common goal
3. Division of labor —> individuals perform separate but related tasks to achieve the
common goal
4. Hierarchy of authority —> chain of command dedicated to make sure the the right
people do the right things at the right time. (Often reflected in an organizational chart)
What is this course about?
● organization behavior or OB —>
○ an interdisciplinary field dedicated to better understanding and managing
people at work
● OB indeed draws on knowledge from different disciplines —>
○ including communication science and organization science
● But is it really interdisciplinary—>
○ does it analyse, synthesize and harmonize links between disciplines into a
coordinated and coherent while?
● Not really… —>
○ In reality it is a hodgepodge of various subjects; a collection of loosely related
or even unrelated streams of scholars and not-so-scholarly research. It is
neither a discipline or interdisciplinary, perhaps multidisciplinary
A historical perspective of OB
- scientific management (h8, p226)
1880 - 1930 so discredited that it is not even mentioned in chapter 1.
Creating standards established by facts or truths gained through systematic observation,
experiment, or reasoning to improve organizational efficiency.
Also referred to as “Taylorism”: Frederick Taylor (1856 - 1915) was the founder
Negative connotation because it’s association with mass production, the assembly line, and
negative perception of workers —> McGragors theory X (human relations movement
However, some principles of scientific management were groundbreaking:
- scientific selection training of people
- Scientific job redesign based on time-motion research —> reducing tasks to basic
elements or motions and subsequently redesigning tasks to reduce the number of
elements and motions. They were more about welfare
- The human relations movement (h1,p8)
1930 - 1970
, - The quality movement (h1,p10)
1980’s
- The internet and social media revolution (h1, p12)
1990’s
Makes virtual organizations possible. —> Organizations where people work (partly)
independent of locations supported by ICT
Examples:
● teleworking in contact with central office
● Organizations without an office
● “New World of Work” —> based on memo by Bill Gates (Microsoft) in 2005. People
work independent of time and location supported by ICT and special office design.
Working from home during the corona pandemic may have a huge effect after the corona
pandemic
Filmpje thuiswerken corona vs
● Het is niet voor iedereen
● Kan leiden tot meer verdeeldheid
● Goed voor the environment. Hoe gaan de towns veranderen als we geen offices
nodig hebben. De steden zullen er anders uitzien
● Veel academic research over de productiviteit, ze werken niet minder goed soms
zelfs beter, ze weten niet wanneer je moet stoppen —> probleem
● Door thuis te blijven spaart het je tijd waarin je kan werken.
● Meer voordelen komen tevoorschijn —> lasting influence
The Dutch newspaper
● 40 % from home now
● 15% want to stay working at home
● 54% miss the free coffee
● 22% the cheap lunch
● 30% misses nothing
It is important to see and talk to your colleagues
, College 1C
Diversity
Defining diversity: represents the multitude of individual differences and similarities that
exists among people
Based on 4 different layers
1. Personality
2. Internal (surface level) dimensions
3. External (secondary) dimensions
4. Organizational dimensions
Two perspectives for workgroups:
1. Diversity is good for workgroups; information/decision making theory
Proposes that diverse workgroups should outperform homogeneous workgroups because
more informational diversity
Diverse groups are expected to do better job in earlier phases of problem solving
- because they are more likely to use their diverse background to generate a more
comprehensive view of the problem.
The existence of diverse perspectives can help groups to brainstorm or uncover more novel
alternatives during problem-solving activities.
Diversity can enhance the number of contacts a group or work unit has at its disposal
Research on decision making provides evidence for this position
2. Diversity is bad for workgroups; social categorization theory
Proposes that similarities and differences are uses as a basis for categorizing self and
others into groups, resulting in group dynamics with negative consequences for workgroups
- creates “us (ingroup) vs them (outgroup)” mentality. —> liking ingroup members,
disliking outgroup members. Ingroup bias/favoritism and outgroup discrimination.
Conflict between ingroup and outgroup members
Research on group dynamics provides evidence for this position
- for example research with the so-called minimal group paradigm —> two groups are
formed on an arbitrary criterium, preferences for painters. Group members are then
asked to divide outcomes among ingroup versus outgroup members.
A process model of diversity
The negative effects of group dynamics are stronger when “fault lines” are more salient.
Making social categorization more likely
Fault line: hypothetical dividing lines that may split a group into subgroups based on one or
more attributes.
You can avoid this by making fault lines less salient by team composition or to strengthen
the overarching identity of the team.
