OB Samenvatting Hoorcolleges

7/29/2019 OB Samenvatting Hoorcolleges

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Hoorcollege1(H1)

OrganizationalBehavior:behaviorofpeopleinorganizations,whichaffectsorganizational

performance.

Formalvs.informalapproachtoorganizing:

Roleidentification


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Hoorcollege2(SkillsheetsE6)

Perception:

-Aprocessbywhichindividualsorganizeandinterprettheirsensoryimpressionsinorderto

givemeaningtotheirenvironment.-Peoplesbehaviorisbasedontheirperceptionofwhatrealityis,notonrealityitself.

-Theworldasitisperceivedistheworldthatisbehaviorallyimportant.

Factorthatinfluenceperception:

-Factorsintheperceiver:attitudes,motives,interests,experienceandexpectations.

-Factorsinthetarget:novelty,motion,sounds,size,background,proximity,similarity.

-Factorsinthesituation:time,work,socialsettings.

Perceptionsandindividualdecision-making:

-Problem:aperceiveddiscrepancybetweenthecurrentstateofaffairsandadesiredstate.

-Decisions:choicesmadefromamongalternativesdevelopedfromdata.

-Perceptionlinkage:allelementsofproblemidentificationandthedecisionmakingprocess

areinfluencedbyperception(problemsmustberecognized,datamustbeselectedand

evaluated).

Decision-makingmodelsinorganizations:

1.Rationaldecision-making(perfectworldmodel:assumescompleteinformation,all

optionsknown,andmaximumpayoff).Six-stepdecision-makingprocess:1.Definethe

problem.2.Identifythedecisioncriteria.3.Allocateweighttothecriteria.4.Develop

alternatives.5.Evaluatethealternatives.6.Selectthebestalternative.

2.Boundedreality(realworldmodel:seekssatisfactoryandsufficientsolutionsfromlimited

dataandalternatives).Thisisthemostusedmodel.

3.Intuition(anon-consciousprocesscreatedfromdistilledexperiencethatresultsinquick

decisions).

Commonbiasesanderrorsindecision-making:

-Overconfidencebias(believingtoomuchinorownability)

-Anchoringbias(usingearly,firstreceivedinformationasthebasisformakingsubsequent

judgments)

-Confirmationbias(selectingandusingonlyfactsthatsupportourdecision)

-Availabilitybias(emphasizinginformationthatismostreadilyathand)

Managerialimplications:

-Boundedreality:makingdecisionsbyconstructingsimplifiedmodelsthatextractthe

essentialfeaturesfromproblemwithoutcapturingalltheircomplexity.

-Combinetraditionalmethodswithintuitionandcreativityforbetterdecisions.

Howtomakegooddecisions:

-Focusongoals.

-Lookforinformationthatdisconfirmsyourbeliefs.

-Donttrytocreatemeaningoutofrandomevents,lookforcause-and-effectrelationships.

-Increaseyouroptions.


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Hoorcollege3(H9+H14)

ImplicitassumptionsoftheworkerroleinBA:workersfulfilltheir(professional)role

expectations:

1.Focusoncontent.2.Leaveemotions,instinctsandirrationalityatthedoorstep.

3.Actrationally(profitmaximization).

Socialanimalcharacteristics(evolutionaryview):

-Nothingismoreimportantthan:sexualreproductionandfamilyandin-grouprelations.

-Lifelosesmeaningif:onenolongerbelongstothesocialgrouporoneisnotappreciated

bythegroup.

-Strongawarenessofsocial/hierarchicalstatus.

Counterproductiveworkbehavior(CWB):voluntarybehavioroforganizationalmembers

thatviolatessignificantorganizationalnorms,andinsodoing,threatensthewell-beingof

theorganizationand/oritsmembers.

Interpersonal:bullying,sexualharassment,ridicule,andjealousy.

Organizational:stealing,politicalgames,withholdingcompany-relevantinformation.

Overt:bullying,sexualharassment,stealing.

Undertheradar:jealousy,underminingofauthority,politicalgames.

CWBoccurs:asreactionstoexperiencesatwork,asreflectionsofemployeespersonalities

orprimalinstincts,orasadaptiontothesocio-hierarchicalorinstitutionalcontext.

Groupconformity:ourinstinctsdictatethatbeinginpeacewiththegroupismore

importantthanreportingaccurateinformation.

Evilbehavior:theexerciseofpowertointentionallyharm(psychologically),hurt(physically)

and/ordestroy(mortallyorspiritually).

10stepstodestructiveobedience:

1.Anideologytojustifymeans->goodends.

2.Smallfirststeps,minoraction.

3.Successivelyincreasesmallactions.

4.Seeminglyjustauthorityincharge.

5.Compassionateleaderchangesgraduallytobecomeanauthoritarianmonster.

6.Rulesarevague,changing.

7.Situationre-labelsactorsandactions(teacherhelpingaggressorhurting).

8.Providesocialmodelsforcompliance.

9.Allowverbaldissent,butinsistoncompliance.

10.Makeexitingdifficult.

Howcanpowercorruptordinarypeople?

-De-individuation(displacementofresponsibility).

-Anonymityofplace.

-De-humanization.

-Roleplayingandsocialmodeling.


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-Moreldisengagement.

-Groupcamaradoryandemergentnorms.

-Powerdifferentialsbetweenin-groupandout-group.

-Theevilofinactions:passivityofgoodguards.

-Putpeopleinanewcontextwhereinstitutionalpowerispittedagainstindividualwillto

resist.


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Hoorcollege4(H3+H8)

Thestructureofmood:

Affectatwork:

-Affect:abroadrangeoffeelingsthatpeopleexperience(e.g.emotions,moods).

-Emotions:intenseemotionsthataredirectedatsomeoneorsomething.Emotionsare

criticalforrationalthinkingandgooddecision-makingandprovideuswithcriticalinformationabouttheworld.

-Moods:feelingsthattendtobelessintensethanemotionsandthatlackacontextual

stimulus.

Morefacts:

1.Emotionsmotivateustoengageinactionsthatareimportantforsurvival.

2.Emotionsallowustosolvecooperativeproblems.

3.Ourabilitytoreadintootherpeoplesemotionsisthebasisofempathy.

4.Bewareofleaderswholackhappiness,fear,andempathy.

5.Ourabilitytoreadotherpeoplesemotionandmanagethemisanindispensiblesocialskill

andacharacteristicofsuccessfulbusinessmen.

Howdoemotions/moodsinfluencethebottomline?

-Selection(e.g.wewantemotionallycompetentsalesmen).

-Decision-making(e.g.split-seconddecisions).

-Creativity(positivemood->morecreative).

-Motivation(positivemood->workharder).

-Leadership(positivemood->socialmagnet).

-Negotiation(unemotional=goodnegotiator).

-Customerservice(positivemood->socialmagnet).

-Counterproductiveworkbehavior.


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Organizationalcitizenshipbehavior(OCB):positive,volitionalemployeebehavior,not

directlyorexplicitlyrecognizedbytheformalrewardsystem,thatservesandenhancesthe

functioningofanorganization.

FacetsofOCB:altruism;courtesy;acceptanceofrules,regulationandprocedures;civic

virtue(deepconcernandactiveinterestintheorganization);sportsmanship(toleranceof

lessthanidealcircumstanceswithoutcomplaining).

AntecedentsofOCB:jobattitudes,organizationaljustice/fairness,personality.

Attitude:anattitudeisapsychologicaltendencythatisexpressedbyevaluatingaparticular

entitywithacertaindegreeoffavorordisfavor.

Organizationalcommitmentis:

-Affect:emotionalattachment,belongingness,andpride.

-Cognition:positiveassociations,identification.

-Actionreadiness:abindingpromise,behavioralinclination.

Well-establishedjobattitudes:

Howdojobattitudesaffectthebottomline:

Causesoffavorablejobattitudes:workexperiences,personalityandpersonalhistory.

Organizationaljustice/fairness:comparewithdistributivejustice(outcomefairnessandfavorability),proceduralfairnessandinteractional(treatedwithdignityandrespect).

Absenteeism


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Hoorcollege5(H4)

Personality:thedynamicorganizationwithintheindividualofthosepsychophysicalsystems

thatdeterminehisunique

adjustmentstohisenvironments.

Myers-Briggstypeindicator:

Personalitytraits,TheBigFivemodel(Costa&McCrea):OCEAN

Opennesstoexperience

Conscientiousness

Extroversion

Agreeableness

Neuroticism


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Othertypologies:

-TypeA/Bpersonality(A=alwaysinahurry,ambitious,highNA.B=relaxed,lowneedfor

achievement,lowNA).

-Pro-activepersonality.

-Coreself-evaluations.

-DarkTriadpersonality:disagreeableness,highextraversionandopenness,low

conscientiousnessandemotionalempathy,higherprobabilityforantisocialbehavior.

Narcissism,Machiavellianism,and(non-clinical)psychopathy.

-Self-monitoring.

-Regulatoryfocus.

Values:desirable,transsituationalgoals,varyinginimportance,thatserveasguiding

principlesinpeopleslives.

Schwartzvaluesdiagram:

Choiceswemake:

Opennesstochange vs. Conservation

Agency vs. Communion

-Achievement vs. Pro-socialorientation

-Self-enhancement vs. Self-transcendence

Personalsafety vs. Adventure

Mypleasure vs. Ourpleasure

-Pleasure vs. Devoutness

-Individual vs. Collective

Timeperspective:isapredispositionatthecross-roadsofpersonality,valuesandculture.


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Hofstedesculturalvaluedimensions:

-Individualismvs.collectivism

-Masculinity(performance)vs.feminity(humane)

-Powerdistance

-Uncertaintyavoidance

-Long-termorientation

Culturemattersinleadershipthroughimplicitleadershiptheoriesandleadership

prototypes,whichareculturallybound.

Theroleofpowerdistanceinrelationtotransformationalleadership,fairnessandOCBs.

Transformationalleadercharacteristics:settinghighexpectations,vision,encouraging,

intellectualstimulation,recognizingindividualdifferences,empowering,dynamicetc.

Universallyendorsedinleaders:trustworthiness,just,honest,foresight,planningahead

(vision),encouraging,motivating,positive,dynamic,buildingconfidence,communicative,

informed,coordinator,teamintegrator.

Universallydislikedinleaders:loner,anti-social,irritable,non-cooperative,dictatorial,

autocratic.

Watchoutifyouare:individualistic(autonomous),status(un)conscious,risktaking.

Cultureaffectstheworkplace:

-Howpeopleprefertocooperate,communicate.

-Howpeoplewishtobecompensated.

-Whichbusinessdecisionsaretaken.

-Informalnorms/rulesintheworkplace.

-Reactionstoleadershipstyles.

-Propensitiestotrustothers.


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Hoorcollege6(H6)

Motivation:processesthataccountforanindividualintensity,directionandpersistenceof

efforttowardattainingan(organizational)goal.

Weareinstinctivelymostinterestedin:avoidingdeath,money,gainingpowerandsex.

Moneyishighlyassociatedwithinstinctualdriveslikesurvival(e.g.food),self-reliance,

statusandpower.

Monetaryincentivesworkgreatforsimpletasks,buthasalotofnegativesides:

-Worseperformanceforcognitivelycomplextasks.

-Strategicbehavior(e.g.short-termgains,minimalistic).

-Lesspro-socialbehavior(bypromotingselfishnessandmentalaccounting).

-Itdecreasesintrinsicmotivation(cognitiveevaluationtheory).

-Weareinsatiable,andmoneyboostssatisfactiononlytemporarily(max3months).

-Inpractice,policiesareeasilyseenasprerogatives,notasrewards(notgettingthebonusisseenaspunishment).

Extrinsicvs.intrinsicmotivation:

Howtofosterintrinsicmotivation:getthemoneyissueoffthetableandgetouttheway;

allowouremployeestofollowtheirpassionsandletthemfocusonthetask.

Overtime,extrinsicmotivationcantransformintointrinsicmotivationthroughtheprocess

ofinternalization(self-determinationtheory).

Basicphysiologicalneeds->intrinsicmotivation.

-Autonomy(self-identity,self-consistency,self-direction,freedomtomakeownchoice,

workunderowndiscretion).-Competence(growth,progressmotive,self-enhancement,self-efficacy).

-Relatedness(communion,goodrelationshipswithothers).

Thereisnoevidenceforthepropositionthatneedstructuresareorganizedalong

dimensionsproposedbyMasloworERGTHEORY.Thereisnoevidencefortheclaimthat

unsatisfiedneedsmotivate,orthatsatisfiedneedsactivatesmovementtoanewlevelof

needs.

TheoryX/Y:thistheoryisservedtoopenoureyestomentalmodelsusedbymanagers.

However,ifthereisnoevidencefortheclaimthatifmanagersswitchfromtheoryXto

theoryY,thistooimpactsonemployeemotivation.Thereisnoevidencefortheclaimthatonepairofassumptionsisbetterthantheother.

CriticstoHertzbergshygiene/motivatingfactorstheory:self-servingbiasfunctionsas

alternativeexplanation(thingsgowell->peoplecreditthemselves,thingsgobad->people

creditexternalcauses).Nometricinthemethodology.Positiveaspectsmaycompensatefor

negativeaspects.

McClellandstheoryofneeds:needforachievement,needforpower,needforaffiliation

(verysimilartoSchwartzvaluediagram).

Self-efficacyandsociallearningtheory:competenceandmotivationareassociated.

Sociallearningtheory:Banduraarguesthattherearefourwaysself-advocacycanbeincreased:enactivemastery,vicariousmodeling,verbalpersuasion,andarousal.


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Goalsettingtheory(Locke&Latham,2000):

Equitytheory(Adams):reciprocityvs.equity.

-Reciprocity:allpeopleseektogetanacceptableamountofreturnsfortheirinvestmentsin

socialexchangerelationships.-Equity:peoplecomparetheirratiosofinputs/outcomestorelevantothersinorderto

judgewhethertheirexchangerelationshipisacceptable.

Expectancytheory(Vroom):expectancy-valuemotivation.

Self-regulationtheory:

Definition1:theselectiveallocationofpersonalenergytofacilitategoalstrivingovertime

andacrosschangingcircumstances.

Definition2:theexerciseofcontroloveroneself,especiallywithregardtobringingtheself

intolinewithpreferred(thus,regular)standards.

Includes:regulatoryfocustheory(Riggins),self-determinationtheory(Ryan&Deci),andgoal

orientationtheory(learningvs.performancegoals).

Jobcharacteristicsmodel(Hackman&Oldhem):

1.Skillvariety.

2.Taskidentity.

3.Tasksignificance.

4.Autonomy.

5.Feedback.

Pro-socialmotivation:employeesarentasselfish

asisoftenassumed.Thus,beyondself-centered

motivators,pro-socialmotivatorsshouldbe

consideredformanagerialpurposes.


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Socialstatus:asociallydefinedpositionorrankgiventogroupsorgroupmembersbyothers

Statuscharacteristicstheory:statuscomesfromthreesources:

1.Thepowerofpersonwieldsoverothers.2.Apersonsabilitytocontributetogroupgoals(ELT).

3.Anindividualspersonalcharacteristics(extraversion,impressionmanagement,humor,

physicalattractiveness,money,intelligence,friendlinessandsoforth).

French&Raven(1959):poweristhatstateofaffairswhichholdsinagivenrelationship,

A-B,suchthatagiveninfluenceattemptbyAoverBmakesAsdesiredchangeinBmore

likely.Therearesixbasesofpower:

Formalpowerbases -Positional(orlegitimate)power

-Rewardpower

-CoercivepowerPersonalpowerbases -Referentpower(identification,attraction,loyalty

(pathos/ethos-based))

-Expertpower(knowledge,skills,orexpertise)

-Informationalpower(rationalargument,persuasion,

factualdata(logos-based))

Leadership:theabilitytoinfluenceagrouptowardtheachievementofavisionorasetof

goals.Managersvs.leaders:

Managers... Leaders

arecopingwithcomplexity arecopingwithchangehaveformalauthoritytobeincharge influenceotherstofollow

haveatechnocraticfunctioninorganization areanemergentstateinasocialnetwork

accomplishsomething,haveresponsibility influence,andguide

havelegitimate(institutional)orrewardpower leadershipispersonalandnon-sanctioned

EvolutionaryLeadershiptheory:intheanimalworld,theleadersis:

-Themostactive(toenergize/entertainme).

-Thebesthunter(whenImhungry).

-Thetallest,thestrongest(whenImindanger).

-Themostexperienced(whenIminsecure).-Themostintelligent(whensituationsarecomplex).

Typesoffollowers(Kelly):


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Theoreticalapproachesofleadership:TheBigManapproach;psychoanalyticalapproach

(Freud,Jung);traitapproaches;behavioralapproaches;contingencyapproaches;charismatic

leadership;transformationalandtransactionalleadership;authenticandethicalleadership;

servantleadership;evolutionarytheoryofleadership.

Theearlyclassicsofleadership:traitapproach;behavioralapproach;contingencytheory.

Traitapproaches:focusontraits/characteristicsofleaders(personality,social,physical,

intellectual),assumesleadersareborn,goalistoselectleaders.

Behavioralapproaches:focusonspecificbehaviorsofleaders,assumeleaderscanbe

trained,goalistodevelopleaders.Task(initiatingstructure,productionoriented,concern

forproduction)vs.social(consideration,employeeoriented,concernforpeople)approach.

Contingencyapproaches:focusonsituationalleadership,assumethateffectivenessofstyle

dependsonthesituationandthatleadershipstyleisfixedorchangeable.

Fiedlermodel:fixedleadershipstyle(taskvs.relationship),situationfactorsdetermine

effectiveness(leader-memberrelationship,taskstructure,positionspower).


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Twoperspectivesonstudyingteams:

1.Individualoffocalunitofstudy,thegroup/teamasacontextinwhichindividualsoperate.

Group/teamasmicro-organizationalcontext.2.Thegroup/teamasawhole,asfocalunitofstudy.

Workteam:agroupofthreeormoreindividuals,who:sociallyinteract,possesoneormore

commongoals,aredeliberatelybroughttogethertoperformorganizationallyrelevanttasks

(formalgroup),exhibitinterdependencieswithrespecttoworkflow,goalsandoutcomes,

havedifferentrolesandresponsibilitiesandaretogetherembeddedwithinan

organizationalsystem.

IPOmodelofteameffectiveness:

Organizationalcontext:organizationalcultureandstructure;rewardsystems,HRM

practices;resources(time,money,equipment),trainingandconsultation;leadership.

Leadershipfunctionswithinteams:

-Intransitionphase:composeteam,definemission,establishexpectationsandgoals,

structureandplan,trainanddevelopteam,sensemaking,providefeedback.

-Inactionphase:monitorteam,manageteamboundaries,challengeteam,performteam

task,solveproblems,provideresources,encourageteamself-management,supportsocial

climate.

Differentneedsfordifferentiation/integration:lowdiff/lowintegration(adviceteam)low

diff/highintegration(productionteam),highdiff/lowintegration(projectteam),highdiff

/highintegration(actionteam).

Teamworkdesign:threetypesoftasks:aggregatetasks(teamperformanceissumof

individualperformance),conjunctivetasks(teamperformancedeterminedbylowest

performer)anddisjunctivetasks(teamperformancedeterminedbyhighestperformer).

Teamcomposition:demographic,attitudinalandtask-relateddiversity;spatialseparation.

Opportunitiesofdiversity/separation:broaderrangeofknowledge,perspectives,expertise;

high-qualitydecision-makingandproblemsolving;lowercosts.

Risksofdiversity/separation:poorsocialintegration,lackofcohesion;interpretative

barriers,cognitivedistance;coordinationproblems,dysfunctionalconflict;subgroup

formation,majority-minorityinfluence.


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Whentousehomogenousorheterogeneousteams:

Homogenous:simpletasks,sequentialtasks,tasksthatrequirecooperation;tasksthatmust

bedonequickly.

Heterogeneous:complextasks,collectivetasks,tasksthatrequirecreativity;tasksthatneed

notbedonequickly.

Individualcharacteristics:KSAs(knowledge,skillsandabilities),teamworkrequiresalso

socialskills(conflictresolutionskills,collaborativeproblemsolvingskills,communication

skills,goalsetting/performancemanagementskills,planning/taskcoordinationskills.

Characteristicsofteamworkprocesses:interdependentactsamongteammembers,

interdependentactsmayinvolvecognitive,verbalandbehavioralactivities,directed

towardsachievingacollectivegoal.Threetypesofteamworkprocess:

Actionphaseprocesses:e.g.missionanalysis&goalsetting,taskperformancestrategy&

planning)

Transitionphaseprocesses:e.g.monitoringprogresstowardsgoals,coordination&backup

behavior.

Interpersonalprocesses:e.g.conflict&trustmanagement,motivationandconfidence

building.

Actualteamproductivity:potentialproductivity-processlosses(+processgains).

Processlossesandgainsespeciallyprominentinself-managedteams(SMTs)becauseof

littlesupervision.

Brightsideofteams Darksideofteams

SMTs:autonomyinhowtoorganizework Adoptingdysfunctionaltaskstructures

Increasedgroupcohesion/solidarity Strongpressurestowardsconformity

SMTs:senseofcollectiveaccountability Diffusionofresponsibility

Increasedmotivationandeffort Increasedsocialloafing

Virtuesofdiversityinteams Tendencytowardspolarization

Identificationwithandcommitmenttoteam Escalationofcommitment,disidentification

withorganization,goal-displacement

Increasedautonomyofteamasawhole Lossofindividualautonomy,morecontrol

Betterdecision-making Groupthink


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Approachestoleadershipeffectiveness:

-Internal/externalfocusofleadership.

-Transformationalandtransactionalleadership.-Charismaticleadership.

-Authenticleadership.

-Servantleadership.

Internal/externalfocusofleadership:

Componentsoftransformationalleadership:

1.Idealizedinfluence(attribute).

2.Idealizedinfluence(behavior).

3.Inspirationalmotivation.

4.Intellectualstimulation(think/bedifferent).

5.Individualizedconsideration(smallsteps).

Elementsofagreatspeech:speaktopeoplesemotions,speaktopeoplesdesirefor

togetherness,emphasizesmallsteps,howdothesesmallstepsfitintoagreatvision?

Elementsofconnectingwithothers:co-evolution(simultaneouscreation),inclusive

understanding(sensemaking,belonging/openness/transparency/equality),attraction.

Outcomesofconnecting:(affiliative)needsatisfaction(foritsownsake),enrollment(bi-

directionalinfluence),inspiration/epiphanies/intellectualstimulation.

Componentsofcharisma:

-Appealingvision.

-Sensitivetofollowersneeds.

-Highleaderidentificationinfollowers.

-Unconventionalbehavior,whichdemonstratescourageandconviction.

-Personalmagnetism,emotionalcontagion(AmirErez).


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-Highpositiveenergy,confident,powerfulpresence.

-Expertsincreatingrapport&socialconnection.

Charismaandfollowerseffect:

-Transferofemotions(emotionalcontagion).

-Mechanisms:charismaticareextraverted,higherself-esteem,lowneuroticism,positive

affectivity.Interpretingcuesfromaudience,goodself-monitorsandexhibitthosebehaviors.

-Charismaticleadersmakeothershappierthroughpositivebehaviors.

-Positiveaffectisrelatedtohighercreativity,highmotivation,betterdecisions,better

performanceandbetternegotiation.

Transactionalleadership:

-Contingentreward:providesrewardsforsatisfactoryperformancebyfollowers.

-Managementbyexception(active):tendstofollowmistakesandfailurestomeet

standards(faultfinder).

-Managementbyexception(passive):waitsuntilproblemsbecomeseverebeforeattending

tohimandintervening(firefighter).

Authenticleadership:

-Importantfor:figureheadrole,instillingtrust,corporateethicalbehavior.

-Characteristics:actinguponvaluesandbeliefs(oppositetoopportunism),word-deed

congruence,leaderintegrity(honestyandtruthfulness).

Servantleadership:notforonesownaggrandizement,other-oriented,humble,sacrificial

forthesakeofthosetheyareserving.

Aspects:generalattitudehumblenessandservitude,inspiration,coaching,listening,empathy,awareness,persuasion,foresight,stewardship(sustainable),humanisticemphasis,

buildingcommunity.

Learysrose:


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Alphamaleattitude/behavior:highstatus->lowconformity

-Attractive,likable,relaxedcomposure,eyecontact,lowneedtoconformtogroupnorms,

strongsenseofselfandinnerpurpose.

-Highstatusgroupmembersareoftengivenmorefreedomtodeviatefromnorms

comparedtoothergroupmembers(e.g.feetonthetable,thekindofjokes).

Approach/inhibitiontheoryofpower:

-Powerfulpeoplearerelativelyfreetobehaveastheywish,encounterfewersocial

constraints,andmoreresource-richenvironments.

-Lessfearfulofnegativeconsequencesofbehavior(forabsenceofpunishments).

Explanationsforwidespreadsupervisoryabuse:

Proximateexplanations: -Approachinhibitiontheoryofpower.

-Disproportionatedistributionofsex,status,wealthattracts

DarkTriadofpersonalities.

Ultimateexplanations: -DarkTriadpersonalitiespersistbecausetheyareattractive

(evolutionaryarguments) short-termmates.

-Instinctivelywechoosehightestosteroneleaders(hawks)

asanacuteassetincaseofexternalthreat.

-Lackofstopmechanismsamongfollowersbecauseour

brainsarenotusedtodaysbusinessrealities.

Abusivesupervision:

-Workplacedeviance(organizational/personal):retaliatoryhostilebehaviortowardabusive

supervisor,displacedaggression.

-Thechainofabuse:abusivebehaviorishighlycontagious,socialmodeling(Milgrams

study),victimsbecomeperpetrators,cultureofabuse.

Putstopmechanisminplace:

-Institutional:democracyistheleastevilamongevils;maximumtermsofservice(e.g.4

years);proceduresforcomplaints,correctability;emphasizedistributedleadershipand

participativedecision-making;de-emphasizeshort-termprofitmaximizationandreward

long-termsustainability;impeachmentprocedures(integritychecks).

-Attitudinal/cultural:regardassholebehaviorasjustanotherformofincompetence.

-Usethereinforcementprincipleonleaderstoo:makesuremailbehaviorhasnopositive

consequences(stoprewardingit)anddirectnegativeconsequences(putswiftpunishments

inplace).


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Hoorcollege10(H2)

Whatexplainsemployeeperformance:

-Intelligence.

-Ability-jobfit.-Learning:isachangeinbehaviorasaresultofexperience.Itoccurswhenonereceives

information,internalizesit,andmakesaconsciousattempttoactontheinformation.

Classicalconditioning(Pavlov):

Lawofassociation:

-Contiguity:eventsthatoccurtogetherbecomeassociated(timeintervalbetweenevents;

consistencyofpairings).

-Frequency(numberoftrails).

-Intensityofthestimuli.

Operantconditioning(Skinner):referstovoluntarybehaviorincontrasttoreflexiveor

unconsciousbehavior.

Unlearning:

-Extinction(onlyconditionedstimulus,withoutassociatedunconditionedstimulus).

-Spontaneousrecovery(younevercompletelyunlearn).

-Thepartialreinforcementeffect:ifbehaviorXwasonlyrewardedeverynowandthen,the

processofextinction(unlearning)willtakelonger.

-IfthetimeintervalbetweenbehaviorXandtherewardwaslarge,extinctionwilltake

longer.


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Theoreticalcritiquestooperantconditioning:

-Circularreasoninginthereinforcementidea:aresponseincreasesifitisfollowedbya

satisfyingresult,buttheonlywaytoknowwhethertheresultissatisfying,isthatwe

observeincreasesintheresponse.

-Learningisnotalwaysobservableinovertbehaviors.

-Onecanalsolearnfromotherpeoplesbehaviors(copycat).

Extrinsicrewardstendtodecreaseintrinsicmotivation.

Preferably,donotusenegativereinforcement(onlyinlife/firm-threateningsituations).

Iftherewardisperceivedasmanipulative,itislesseffective.


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Hoorcollege11(H17)

Culture:thesystemofsharedbeliefs,values,customs,behaviorsandartifactsthatthe

membersofsocietyusetocopewiththeirworldandwithoneanother,andthatare

transmittedfromgenerationtogenerationthroughlearning.Ferraro:cultureiseverythingthatpeoplehave,thinkanddoasmembersoftheirsociety.

Thisdefinitionincludesthreemajorcomponents:

-Have:referstomaterialobjects.

-Think:referstoideas,valuesandattitudes.

-Do:referstopatternsofbehavior.

Fourcomponentsofculture:

1.Systematicpattern:

-Patterned:peopleinasocietyliveandthinkinwaysthatformdefinitepatterns.

-Structural:cultureconsistsofpatternedandinterrelatedideas,symbolsorbehaviors.-Behavioral:cultureissharedlearnedhumanbehavior,awayoflife.

-Normative:cultureisideals,values,orrulesforliving.

2.Symboliccomposition:

-Historical:cultureissocialheritage,ortradition,thatispassedonfromgenerationto

generation.

-Shared:cultureissharedbythemembersofasociety.Nocultureofone.

-Mental:cultureisacomplexofideas,orlearnedhabits,thatinhibitimpulsesand

distinguishpeoplefromanimals.

-Learned:theprocessoflearningonescultureiscalledenculturation.

-Internalized:habitual,takenforgranted,perceivedasnatural.

3.Learnedtransmission:

-Functional:cultureisthewayhumanssolveproblemsofadaptingtotheenvironmentor

livingtogether(sensemaking).

-Mutuallyconstructed:mutuallyconstructedthroughaconstantprocessofsocial

interaction.

-Arbitrary:notbasedonnaturallaws,externaltohumans,butcreatedbyhumansaccording

tothewhimsofsociety.

4.Societalgrounding:

-Symbolic:cultureisbasedonarbitrarilyassignedmeaningsthataresharedbyasociety.

-Symbolic:culture,languageandthoughtarebasedonsymbolsandsymbolicmeanings.

Howcultureevolves:

-Throughtheevolutionofmen:themembersofvarioussocietieshadtocopewiththeir

specificenvironmentandwithoneanother.

-Contactwithothers:throughtrade,conquest,(cultural)imperialism,geographic

discoveries,colonialism,forcedmigration,travel,internationalbusiness.

-Rolemodels:thedesiretodistinguishourselfand/ortoresembleothers:theroyalty,the

upper-class,successfulpeople,bycivility,behavior,clothing,language,symbols,etc.

-Technologyinfluencesculture:theuseoffire,cultivationofplants,domesticationof


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animals.Philosophyandthedevelopmentofmodernscience.Theinventionofthewheel,

thebook,money,gunpowder,automobile,television,jetplane,internet.

Categorizingglobalization:

-Economics:internationalcommerce,industry,enterprise.

-Politics:empire,systemsofglobalgovernance,UN,OAS.

-Social:migration,travel,NGOs.

-Cultural:sharedmeaningacrossnationalboundaries.

TrompenaarsandHampden-Turnersmodelofculturewithsevendimensions:

Universalismvs.particularism(whatismoreimportant,rulesorrelationship?)

Individualismvs.collectivism(dowefunctioningrouporasindividuals?)

Neutralvs.emotional(dowedisplayouremotions?)

Specificvs.diffuse(howseparatewekeepourprivateandworkinglives)

Achievementvs.ascription(wehavetoproveourselvestoreceivestatusorisitgiventous?)

Sequentialvs.synchronic(dowedothingsoneatatimeorseveralthingsatonce?)

Internalvs.externalcontrol(dowecontrolourenvironmentorarewecontrolledbyit?)

Organizationalculture:referstoasystemofsharedmeaningheldbyamemberthat

distinguishestheorganizationfromotherorganizations.

Mintzberg:Cultureisthesouloftheorganization-thebeliefsandvalues,andhowtheyare

manifested.

Hofstede:Cultureisthecollectiveprogrammingofthemind.Thefirstlevel,Human

Nature,isthedeepestandmostdifficulttochange.Theotherlayers,cultureand

personality,areprogrammedinthecourseofeducationthroughlife.

Functionsoforganizationalculture:

-Culturecomplementsrationalmanagerialtools.

-Culturesupports(orresists)strategicchanges.

-Culturehelpssocializenewmembers.

-Culturepromotesexpectedbehaviors.

-Subculturesfacilitateorganizationaldiversity.

-Organizationaldiversityisthetriggerforthecreationofnewmeaning(sensemaking).

AccordingtoDaft(1998)corporatecultureservestwocriticalfunctionsonorganizations:

internalintegrationandexternaladaption.

Corporateculture:isapatternofbasicassumptions,invented,discoveredordevelopedbya

givengroupasitlearnstocopewithitsproblemsofexternaladaptionandinternal

integration,thathasworkedwellenoughtobeconsideredvaluableand,therefore,tobe

taughttonewmembersasthecorrectwaytoperceive,thinkandfeelinrelationshipwith

thoseproblems.

Coreideologyconnectspurposeandvalues:combinesessentialcorevaluesasasetof

guidingprincipleswithapurposethatuniquelydefinesthefundamentalreasonsforthe

organizationsexistence(beyondmakingmoney).

Values:aretheenduringbeliefsandexpectationsthatapersonorgroupholdtobe

importantguidestobehavior.


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Organizationalvaluesystem:acoresetofvaluessharedbythemajorityoforganizational

members,typicallydifferentiatedbytheoriginandcontentofthoseenduringvalues.

Elementsthatinfluenceorganizationalbehavior:

Managersdevelopaculture:firstgenerationmanagersdevelopaculture(theyfunctionas

rolemodel,whattheyvalue,measureandcontrol,andhowtoreacttocriticaleventand

crisis)--->secondgenerationadaptsaculture--->growthpromptsrevolutionaryshiftsin

culture--->newleadership,newteachingpractices.

Strongculture:achievedwhenmostmembersaccepttheinterrelatedassumptionsthat

formaninternallyconsistentculturalsystemthatenduresovertime.Lookforconsistencies

andvarietiesinwhatpeopletellyou.Thegreatertheconsistency,thestrongertheculture.

Prosofstrongculture:commitment,lessformalization,loweremployeeturnover.

Consofstrongculture:lessdiversity,lessflexibletochangesinenvironment,lesscreativity,

tunnelvision,difficultinmergesandacquisitions.

Dimensionsoforganizationalculture(OReilly,Chatman&Caldwell,1991):

Innovationandrisktaking(willingtoexperiment,takerisks,encourageinnovation).

Attentiontodetail(payingattentiontobeingprecisevs.sayingitsgoodenoughfor

choppedsalad).

Outcomeorientation(orientedtoresultsvs.orientedtoprocess).

Peopleorientation(degreeofvalueandrespectforpeople).

Individualvs.teamorientation(individualshighlynotedvs.collectiveefforts).

Aggressiveness(takingaction,dealingwithconflict.

Stability(opennesstochange).


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Hofstedesdimensionsoforganizationalculture:

Processorientedvs.resultoriented.

Job&taskorientedvs.employeeoriented.

Professionalvs.parochial.

Closedsystemvs.opensystem.

Tightcontrolvs.Loosecontrol.

Pragmaticvs.normative.

CulturalOrientationModel(TMC,Princeton):

-Environment:howindividualsviewandrelatetopeople,

objectsandissuesintheirsphereofinfluence.

-Time:howindividualsperceivethenatureoftimeandits

use.

-Action:howindividualsconceptualizeactionsand

interactions.

-Communication:howindividualsexpressthemselves.

-Space:howindividualsdemarcatetheirphysicaland

psychologicalspace.

-Power:howindividualsdefinetheiridentity.

-Competitiveness:howindividualsaremotivated.

-Structure:howindividualsapproachchange,risk,

ambiguityanduncertainty.

-Thinking:howindividualsconceptualize.

Tencomponentsoforganizationalculture

1.Characteristics:

-Innovation&risktaking.

-Attentiontodetail.

-Outcomeorientation.

-Peopleorientation.

-Teamorientation.

-Aggressiveness.

-Stability.

2.Types:

-Powerculture.-Roleculture.

-Taskculture.

-Peopleculture.

3.Intensity:

-Strongculture.

-Weakculture.

4.Functions:

-Boundaryofdefinition.

-Senseofidentity.

-Commitment.

-Stability.

-Sensemaking&control

5.Liability:

-Barrierstochange.

-Barrierstodiversity(xenophobia).

-Barrierstomergers&acquisitions.

6.Formation:

-Selection.

-Topmanagement.

-Socialization(pre-arrivalstage->

encounterstage->metamorphosisstage).7.Culturelearning:

-Stories.

-Rituals.

-Symbols.

-Language.

8.Ethicalculture:

-Beavisiblerolemodel.

-Communicateethicalexpectations.

-Provideethicaltraining.

-Visiblerewardethicalacts(punish

unethicalacts).


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-Proveprotectivemechanisms.

9.Positiveculture:

-Buildingonemployeestrengths(empowerment).

-Rewarding>punishing.

-Vitality&growth.

10.Spiritualculture:

-Strongsenseofpurpose.

-Trust&respect.

-Humanisticworkpractices.

-Toleranceemployeeexpressions.


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Hoorcollege12(H19)

Stress(Selye,1936):anunpleasantstateofarousalinwhichpeopleperceivethedemands

ofaneventastaxingorexceedingtheirabilitytosatisfyoralterthosedemands.

Increasedriskofchronicbackpain,diabetes,respiratoryinfections,arthritis,herpes,gumdisease,commoncoldsandsomeformsofcancer.Weakeneddefenses.

Pathwaysfromstresstoillness:

Consequencesofstress:

-Physiological:ulcers,immunesystemdeteriorates,increasedbloodpressure,headaches.

-Psychological:dissatisfaction,irritability,tension,alwayswiredup,unabletocalmdown,

anxiety,procrastination.

-Behavioral:lossofappetite,withdrawalbehavior,smoking,alcohol,rapidspeech,fidgeting,

sleepdisorders.

Antecedents:

-Individualfactors:socialsupport,attribution,experience,traithostility,self-efficacy.-Organizationalfactors:jobdemands,control,support(KaraseksJDC-model)(toxicleaders

andtoxicorganizations).

-Environmentalfactors:economiccrises->insecurity.

Burnoutdimensions/diagnostics:

-Extremeexhaustion(andextremelyslowrecovery).

-Cynicism(psychologicaldistancing).

-Lackofprofessionalefficacy.

Sixwarningsignstoburnout:1.Workload2.Control.discretion3.Feedback,reward,

cognition.4.Communityatwork(includingprocessforresolvingconflict).5.Fairness.6.Valueincongruence,dissonancebetweenvaluesandrequiredbehaviors.

Predictingburnout:ifemployeesreporttoexhaustionorcynicismincombinationwithat

leastonofthesixareasofmismatch,burnoutcouldbepredictedoneyearlater.Butif

employeesreportexhaustionorcynicismwithoutoneofthesixwarningsigns,therewillbe

noburnout.


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Waystocopewithstress:

-Problem-focusedcoping:e.g.removestressor.

-Emotion-focusedcoping:e.g.humor.

-Pro-activecoping:e.g.re-arrangeyourenergyhousehold(work-homebalance).

Work-homeconflict:processwherebyanindividualsbehaviorandfunctioninginone

domain(e.g.work)isinfluencedbythedemandsoftheotherdomain(e.g.home).

Consequencesofwork-homeconflicts(Byron,2005):physicalandmentalhealthcomplaints(e.g.distress,burnout);negativeworkdomainconsequences(e.g.turnoverintention);

negativehomedomainconsequences(e.g.maritalconflicts).

Threeclassicaltheories:

-Segmentation(Dubin,1956).

-Compensation(Wilensky,1960).

-Spillover(Wilensky,1960)->Rolestresstheory(Greenhaus&Beutell,1985).

Thereisincompatibilityofrolesfromdifferentdomainswithregardto:time,strainand

behavior.

Conflictsfromthehomedomaincanalsospilloverintotheworkdomain(Gutek,Searle&

Kepla,1991).

Positiveinfluencesbetweenwork&home(Greenhouse&Powell2006):additiveeffect;

buffering/compensation;spillover.

Ingeneral,individualsreporthigherlevelsofwork-homeconflictthanofhome-workconflict

(Eby,Casper,Lockwood,Bordeayx&Brinley,2005).

Prevalenceofhome-workenrichmentishigherthanthatofwork-homeenrichment(Geurts

&Demerouti,2003).


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Theglassceilingforwomenexists(JennyHoobler):leadershippositionsareassociatedwith

agenticcharacteristics;managersthinkwomenhavemorehome-workconflictsevenif

womenhavenuactualfamilyresponsibilities(lowerperceivedperson-job,person-

organizationfit);womenneetohavehigherperformanceratingsthanmenforthesame

position.

Jobapplications(Heilman&Okimoto,2008):parentsareperceivedaslesscommitted,

dependableandlessachievementoriented.Mothersareperceivedaslesscompetent.

Supervisorsperceptionsoftheiremployees(King,2006):fewdifferencesbetweenmen

andwomensperceptions.Supervisorsperceivemothersasmoredisruptedatwork,less

productiveinpublishing,lessinvolvedandlessflexible.

Somebasiclessons:

-Employeesactoutroles,butwillonlypartiallysucceedatit(webringourpersonalities,

values,instincts,emotionsandtheymatter).

-Wearepro-social,communalbeings(organizationalcitizenshipbehavior,pro-social

motivation,wehavetheabilitytoconnect,empathizeandimitate).

-Bewareof(cynical)rational-actormodels(emotionshaveserveduswell,itsnotallabout

themoney->intrinsicmotivesworkbestonthelongrun).

-Wecanallbeheroes:charisma,vision,servitude,bedifferent.

-Orvillains:normalpeoplecandohorrificthingsincertainsocio-hierarchalcontext.Power

corrupts.

-Itpaysofftotakeemployeewell-beingseriously.

OB Samenvatting Hoorcolleges

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