Organizational Behaviour Assignment: Ethics, Stress, and Stereotypes

This report delves into key aspects of organizational behaviour. Part A defines organizational values and ethics, highlighting their increasing importance, and discusses three ethical principles (Deontology, Utilitarianism, and Virtue Ethics) along with their limitations. It also describes the General Adaptation Syndrome (GAS) and explains how individuals react differently to job stressors. Part B examines stereotyping and social identity theory, applying these concepts to a case study involving misperceptions in a workplace setting. The report concludes by suggesting ways organizations can minimize misperceptions in similar situations, offering insights into creating a more inclusive and understanding work environment. The report is contributed by a student and is available on Desklib.

Running head: ORGANIZATIONAL BEHAVIOUR
ORGANIZATIONAL BEHAVIOUR
Name of the Student:
Name of the University:
Author Note:

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Part- A
Briefly define what values and ethics are. Then, discuss two reasons why
workplace values have become more important in recent years. (400)
Organizational Values are referred to the beliefs that are practiced within an
organizational system, which are driven by and interested in the organizational gains, from a
social or environmental perspective. The organizational values also refer to the understanding
or the belief system practiced within the organizational setup that contributes in the increased
bonding among the organizational members (McShane, Steen, & Tasa, 1992). The
organizational values are essentially influenced by the organizational culture, while in certain
other cases, it is seen that the organizational culture influences the organizational values. For
example, an organization with a diverse work force, is often observed to be characterised by a
value of unity and diversity, within its organizational perspective.
The organizational Ethics, on the other and refers to the guiding principles that are
governed and practiced within an organizational structure. The ethics are the unwritten rules
and principles that are included in the organizational conducts and in the decision making
process. The organizational values also contribute in the making of the organizational ethics
or principles (McShane, Steen, & Tasa, 1992). Therefore, to provide a more concise idea
about the organizational ethics, it can be said that, the organizational or the business ethics
are the guiding principles governing and practiced within the organizational structure, to
provide the basis for the moral behaviours and aspects, that are to be practiced within an
organizational set up.
In the present situation, or scenario, it is seen that there is an increased importance and
focus upon the maintenance of the organizational values and organizational ethics, and this is

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true for all the sectors and all types of businesses. Therefore, two most important reasons for
the business organization to have include the organizational ethics and values, are,
 Organizational ethics and organizational values are include within the organizational
conducts to create a positive organizational culture within the organizational setup.
The morale of the team members are improved and boosted (McShane, Steen, & Tasa,
1992). Both the personal and the social beliefs can be protected and promoted through
the maintenance of the business ethics and values.
 Another important reason for the maintenance and the promotion of the organizational
ethics and the organizational values are to minimize the potential lawsuits. Most of
the organizations are faced with potential lawsuits, in their lifetime, for either
workplace discrimination, or for practicing certain other unethical and immoral
business conducts (McShane, Steen, & Tasa, 1992). Therefore, the practice of an
ethical ground or a value system within the organizational structure, helps the
organizations to avoid these unethical and immoral behaviours.
Explain the three distinct types of ethical principles and discuss the limitations of
each. (400)
The three basic firms off ethics that are used or applied in the organizational
perspective are explained in the following.
Deontology:
The deontological perspective uphold that all the organizational members must
prioritize their obligations and their duties first, while involving into any decision making
process. This refers to the fact that, in the organizational setup, each of the people are
assigned with, duties and obligations, which not only consider their personal gains but also
includes the organizational gains (McShane, Steen, & Tasa, 1992). Therefore, the basic

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notion of the concept of Deontology is that the decisions that are to be made by the
organizational members must be morally and ethically correct.
Limitations of Deontology: Firstly, the Deontological ethical understanding does not
have any basis to fir the individual decision making process. That is, the deontological ethical
background does not provides any scale that what are the decision making process are true or
correct and should be included, because the interests and the belief systems of a person,
varies from one society and culture to the other (McShane, Steen, & Tasa, 1992). Therefore,
in certain aspects, it becomes very difficult to include any decision that will fall under the
guidelines of Deontology.
Utilitarianism:
The ethical considerations made in the Utilitarian theory includes that the actions of a
particular organizational setup has to be utilitarian in its approach. This refers to the fact that
the, choices and the actions that are made and take by a particular organization must consider
the consequences of the actions, and must understand whether these actions will be beneficial
for the organization, as well as, for the society, towards which these actions are made
(McShane, Steen, & Tasa, 1992). There are two basic notions, Act Utilitarianism, referring to
making all the actions beneficial, for the individual, for the organization and for the
consumers. The second notion is, Rule Utilitarianism, referring to, employing means and
tools which are fair in orientation.
Limitations: The Utilitarianism approach is the most basic and the most effective
approach for all the organizations and the business houses, but there are certain drawbacks,
included in this particular approach. The act utilitarianism policy and the rule utilitarianism
policy do not work conjointly, as, to benefit more number of people, not always, the fair
means can be applied, and if it is applied, then it may not benefit a greater number of people

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(McShane, Steen, & Tasa, 1992). Also, the act utilitarian approach does not apply for the
changing variables, because, one particular variable can have many consequences, depending
upon the social or the cultural setup.
Virtue Ethics:
Virtue Ethics, states that the actions of a person is to be judged by his or her character.
The virtue ethics focuses on the morality, behaviour, reputation and ideology of a person,
while judging or measuring the characteristics of the person.
Limitations: One of the major drawback of the virtue ethics is that, it does not
consider changes in the behaviour of a person. It also does not consider the factors that re
contributing to the behaviour or the actions of the person (McShane, Steen, & Tasa, 1992).
Describe the General Adaptation Syndrome, and give three explanations why
these two people are reacting differently to their jobs. (400)
The general adaptation syndrome or GAS, is a three step process of stress
management by the body. This particular approach was provided by Hans Selye. The three
steps that was mentioned, were,
The Alarm Reaction Stage, refers the initial stage where the body receives the new
experiences under stress. This is exemplifies by a Fleet or Flee stage, here the
concerned person tries to get familiar with the situation, and is given with two
options, wither to fight the situation, or to flee from the situation.
The second step is the Resistance stage, where the body of the concerned person, tries
to get habituated with the situation. In this stage, there are certain changes in the
system and the body repairs itself, by normalizing the internal organisms. However,
some stressful situation continues to extended period of time, and there are certain
hormonal changes in the body as well.

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The third step is the exhaustions stage. This is the prolonged period of stress, where
due to the prolonged stress, the physical, and mental and the emotional resources
reach to a point, where the body of the concerned person, no longer has the strength to
fight the situation, and the concerned person shows some symptoms like, fatigue, burn
out, depression or anxiety.
In the case of Janine and Anitra, the situations for each of the person varies, because,
 Firstly, Janine is facing this situation for a longer period of time, and therefore, her
body has reached the Exhaustion phase.
 Secondly, Anitra is still in the Resistance Stage, therefore, her body is trying to fight
the situation, hence, her body is likely to normalise the situation, and therefore, she
does not feel as much stressful as Janine.
 Thirdly, it can be the fact, that Janine does not like her job profile of jib role, therefore
feels more exhausted, while on the other hand, Anitra is perfectly fine and happy with
her job, therefore, the factors which are stressful to Janine are not stressful at all to
Anitra. Therefore, Anitra is happily managing her job and her personal life, while,
Janine is finding it very difficult.
Part- B
1. Stereotyping, Social Identity and the Case Study.
Stereotyping:
Stereotype refers to the fixed and overtly generalized concept or idea of a particular
group or class. The concept of stereotype is initiated with the idea of simplifying the
attributes and the characteristics of people. However, when a person belong to a
particular group, then it is considered that the person is likely to execute and shoe the
characteristics that are associated with the group. However, it is often seen that people

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hold wrong conceptions regarding a particular group, therefore, the people belonging
to the same group, is seen to be identified with wrong notions (McShane, Steen, &
Tasa, 1992). Moreover, it is also seen that the people identified with a particular
group, is different than the group, form which he or she belongs. Therefore, this leads
to a judgemental error, and also to the concept of social class.
This process of identifying a person with a particular group, is known to be
stereotyping, by which it is considered that the person being stereotyped is possesses
the whole range of characteristics and attributes hold by that particular group, the
person is belonging from.
Social Identity Theory:
The social identity theory is regarded as the greatest contribution of Henri Tajfel, in
the field of Psychology. The social identity theory states that it important for the
people to identify themselves to particular group. The theorist had pointed out that the
people get a sense of pride and esteem wile identifying themselves to a particular
group, and stated that the group identity gives one the social identity. The group
identity provides one the social acceptability, and in order to increase the self- image,
people often try to identify themselves with a particular group (McShane, Steen, &
Tasa, 1992). On the other hand, it is also observed that the groups, which are
prejudiced and are associated with certain forms of stereotypical idea, people do not
wish to associate with a certain group and people belonging form that group, tries to
find other group identity.
In the case study, it can be seen that there is a perceptual error, on the part of both the
vice President of the organization, Syd Gilman, and the assistant brand manager of the
organization, Rochelle Beauport. In the appraisal scenario, the two people held two
different perceptions regarding the promotion.

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Mr Gilman, thought that if Beauport was transferred to the post of marketing
Research Coordinator, then it would be good for her career and she would be exposed
to a broader concept of market, and its orientations and patterns (McShane, Steen, &
Tasa, 1992). However, for Beauport, whio was driven towards field and preferred
tasks that are practical oriented thought that this was an unacceptable offer, and that
she is presented with this offer, because she is a woman, and women are generally not
supposed be on the field projects. Therefore, the according to Beauport, this was an
offer completely driven by the practiced prejudice, and since he was faced with a
similar situation in her previous job as well, which had led her to possess such an
idea.
2. Other three perceptual errors are apparent in this case study.
The other three perceptual error, projected in this case study are that,
 Mr Gilman thinking that a desk job, offering more theoretical knowledge
would satisfy anybody, just it did to him.
 Beauport, thinking that, all the organizations have a similar culture and
perception against women.
 Gilman assuming the silence of Beauport to be a positive response, towards
the position that she was offered with.
3. Provide three examples of what an organizations can do to minimize
misperceptions in these types of situations.
In order to manage the perceptual errors in an organizational body, the following can
be included.
 Collecting information about a person. This helps in the understanding of the
character of the person. For example, if the case study situation is considered,

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then, if Mr Gilman had spent more time to understand the characteristics and
the orientation of Beauport, them the perceptual error would not have taken
place at the first place (McShane, Steen, & Tasa, 1992).
 Taking more time to develop a perception about a person and to make
judgements against the same. For example, if Beauport, had given it more
thought, and if she had considered the whole situation objectively, them she
would have understood the meaning of the appraisal, as Gilman himself
belonged from the similar department (McShane, Steen, & Tasa, 1992).
 Lastly, involving a communication pattern within the system. For example, if
both the person had involved into a conversation, then both would have an
idea about the thoughts and ideas of the other person, and would have
understood the contributing factors behind this particular decision (McShane,
Steen, & Tasa, 1992). Also, if they had involved a conversation, then no one
would have made any perception regarding the other person.

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References:
McShane, S. L., Steen, S. L., & Tasa, K. (1992). Canadian organizational behaviour. Irwin.