Organizational Behaviour & Management: Stereotypes & Relationships

This essay explores the merits and problems of relying on stereotypes in interpersonal relationships within an organization, particularly in comparison to engaging with individuals from unknown cultures. It discusses how stereotypes can offer quick judgments and insights into cultural influences, but also lead to prejudice, discrimination, and negative workplace environments. The essay analyzes the impact of stereotypes on organizational behavior, highlighting the potential for conflict and disunity. It also proposes management interventions, such as developing a common organizational culture and anti-discriminatory policies, to mitigate the negative effects of stereotypes and promote a more inclusive and harmonious workplace. Theories of organizational behavior, including situational, administrative, and neoclassical approaches, are mentioned to further explain employee behavior beyond stereotypes. The document is available on Desklib, a platform providing study tools and resources for students.

Running head: Organizational Behaviour and Management 1
ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT
Student Name
Institution

Organizational Behaviour and Management 2
Introduction
Organizational behavior is an important aspect of an organizational management that is a
multifaceted phenomenon. Organizational culture is an important cultural aspect of an
organization that determines interpersonal relationship within an organization. Prejudice and
discrimination arise where there is a negative perception of one's culture or believes. A uniform
organizational culture assists the management to solve problems that arise from judging other
employees based on their outward appearance. Stereotype refers to the negative perception that is
developed by an individual or group of individuals against other people, a group or their
behavior. There are some positive attributes of using the stereotype as the basis of the
interpersonal relationship. Relying on stereotype as a means of judging or interrelating with
others within an organization is linked to a number of problems within an organization. There is
need to develop policies that reduce the use of stereotype as a basis for determining interpersonal
relationship within an organization. The following paper explores merits and problems of the
statement below on stereotype on judging an interpersonal relationship.
“It is better to rely on stereotypes than enter into a relationship with someone from
another culture without any idea what they believe in”. Discuss the merits and problem of this
statement.
The above statement indicates the relying on a stereotype is better than a relationship
with an individual of unknown beliefs and culture. This implies that of interpersonal relationship
between persons with stereotype perception within an organization as compared to those
individuals that their culture and beliefs are unknown. The statement brings the culture of

Organizational Behaviour and Management 3
stereotype perception and its implications within an organization, especially on interpersonal
relationships.
Merits of the above statement
Rely on the stereotype within an organization has several merits that need proper
consideration and understanding. Relying on stereotype explains the cultural effect on an
organization.
Firstly, the statement indicates the advantage of using stereotype for quick judgement of a
person based on their physical appearance. Relying on stereotype indicates personal explains the
culture an individual that is important in an organization. A known belief defines the level of
relationship within an organization as compared to a relationship with employees whose beliefs
are unknown. The stereotype is one way of determining behaviours of an individual within an
organization that can also be connected to organizational culture. This can be effective that those
individuals that their beliefs or culture are unknown and need proper understanding before an
interrelationship (Hughes, Clegg, Robinson & Crowder 2012, pp 487–502).
Secondly, the statement gives the benefits on stereotypic perception on determination of
interpersonal relationship as oppose to individuals of unknown culture. This implies that
stereotypes perception determine individual interpersonal skills as many people will always rely
on personal beliefs that they know about others. The interpersonal relationship within an
organization can be determined based on the stereotypes as this will gives the general
information about their beliefs and behaviour. Interpersonal skills are important for
communication and teamwork and this is based on the beliefs about employees as perceived by

Organizational Behaviour and Management 4
others. This, therefore, will determine the level of engagement as compared to that individual
that their culture is unknown. Despite the negative beliefs that may surround the stereotypes, the
explanation of individual behaviour is a recipe for engaging those individual while an individual
with unknown character, behaviour or culture raises caution before interpersonal relationship
within an organization (Cox, Abramson, Devine & Hollon 2012, pp 427–449).
Thirdly, the statement gives the connection between specific behaviour as recipe for
responding to a situation. According to the statement stereotype perception explains the reasons
for a specific behaviour of an individual that is important for a quick response within an
organization. Stereotype enables faster response to situations that organizational behaviours
especially those situations where an individual culture is known. Explains the differences
between groups of individuals within an organization can be understood easily based on the
stereotype view of that individual. In addition, the organization management can make a quick
review of an individual. An individual with whirred behaviours can be evaluated based on
stereotype perception (Skapinker 2016).
Problems of the above statement
Relying on stereotype as compared with a relationship with individuals with unknown
culture has problems that can be felt at different organizational level.
The statement may cause negative implications within the organization resulting into
prejudice. Relying on stereotype may lead to social classification and hence prejudice as
compared to other considerations that determine the interrelationship within an organization. The
stereotypes determine the overall perception that may be developed about individual leading to

Organizational Behaviour and Management 5
the classification of those individuals. This classification problem is most likely to lead to
organizational disunity that is arising from prejudice. Relying on stereotype poses discrimination
challenges within an organization. A study by Fiske and Lee (2008) shows various scenarios
where stereotype has resulted in prejudice hence organizational problems.
Another problem with the statement is a negative response to organizational behaviour.
Stereotype makes negative perception about an individual or a group of individuals within an
organization leading to conflict with the organization (Tilcsik 2011, pp 586–626). The statement
shows the cultural different effect on the interpersonal relationship within an organization and
this has implication on the beliefs that may result in differences within an organization. An
example of a scenario, a female employee managing male employees shows conflict resulting
from the stereotype as male employees may see her as incapable of management. Some
individuals may also see her as bossy and independent creating negative organizational culture
problems (Inzlicht, Tullett & Gutsell 2012).
According to the statement stereotype perception has negative effects on the
organizational work environment. Stereotype perception brings the cultural conflict within an
organization leading to since the general perception contradicts the real organizational issues.
Workplace environment culture is influenced by a number of factors that include beliefs and
behaviours and this is affected by stereotype perception. For instance, developing stereotype
perception of an individual's culture or behaviour makes the workplace environment unbearable.
For instance, an individual whose dress code match certain culture may raise stereotype
perception within an organization leading to conflict about that individual's behaviour. The make

Organizational Behaviour and Management 6
the statement has potential problems within an organization (Helge, Sheehan, Cooper & Einarsen
2010).
Another problem with the statement is on the negativity of judging an individual based on
a stereotype about that an individual. Appearance is not the basis of judgment when determining
relationship between employees within an organization. The outward appearance of employees is
a negative basis for judging employees’ relationship within the organization. The organization
behaviour and linking them to stereotype perception does not reflect the real character of an
individual hence no basis for understanding individuals. This is a negative implication of judging
employees on the basis of their appearance or behaviour hence a problem of stereotype in an
organization (Logan, King & Fischer-Wright 2009).
Theories of organizational behaviour
There are several theories of organizational behaviours that can explain the behaviour of
many employees. Some of these theories include situational approach, administrative theory and
neoclassical theory. Firstly, situational approach is a theory that tries to explain the
interrelationship between various systems and the environment as these systems determines
behavior of employees in contrast to outward appearance. Secondly, administrative theory brings
the management principles to explore the behavior of employees within the workplace. Thirdly,
Neoclassical theory connects the behavior of individuals and their relationship as the basis of
workplace organizational behavior (Xianbo, Bon-Gang & Sui 2015, pp 85-133).

Organizational Behaviour and Management 7
Management interventions to reduce the potential problem that may arise from the
statement
There are many management interventions that can prevent problems arising from
stereotype issues within an organization. Firstly, development of common organizational culture
and values is key to solving stereotype perception. An organization with common beliefs or
culture has an influence on the behaviour of employees leading to limited negative cultural
perceptions. In addition, an organization that has uniform specific culture reduces the ability of
employee and management to discriminate others on the basis of their appearance or their
beliefs. Therefore, the management needs to develop common beliefs systems that are embraced
and uphold at all times (Nier, Bajaj, McLean & Schwartz 2012, pp 1–12).
Anti-discriminatory policies that reduce prejudice and negative perception arising from
the stereotype are essential. The organization needs to develop policies that discourage
stereotype within the organization as it gives rise to a conflict of culture. In addition, the
organizational policies need to comply with cultural safer practices that reduce negative
implication cultural conflicts. There is need to reduce all ways that can give rise to negative
organizational behaviours with the organization. Many organizations currently develop and
implement practices that bring respect and cultural harmony with the organization. These
policies should form the basis of organizational behaviour and management that distinguish how
management relates to its employees. Moreover, anti-discriminatory policies should encourage
positive values of the organization to employees as means of reducing any negative perception
(Burman & Evans 2008, pp. 22–27).

Organizational Behaviour and Management 8
Conclusion
In conclusion, there are many demerits of the stereotype uses as the basis for determining
the interpersonal relationship. Some of the merits of stereotype used in an interpersonal
relationship include can be used for quick determination of situation, tries to explain the basis of
some an individual character or behaviour and stereotype perception can be used to culture an
individual. Stereotype within an organization has negative implications that need to be avoided
and these include prejudice, workplace cultural conflict, has a negative implication on workplace
environment and the statement may trigger a negative response within an organization. In
addition, there are some interventions that can be used to reduce the problem of the above
statements.
References
Burman, R. & Evans, A.J. (2008) Target Zero: A Culture of safety, Defence Aviation Safety
Centre Journal, pp. 22–27. Available at http://www.mod.uk/NR/rdonlyres/849892B2-D6D2-
4DFD-B5BD-9A4F288A9B18/0/DASCJournal2008.pdf [Retrieved on 6th February 2016]
Cox, W.T. L.; Abramson, L.Y.; Devine, P.G. & Hollon, S.D. (2012) Stereotypes, Prejudice, and
Depression: The Integrated Perspective (PDF). Perspectives on Psychological Science, vol.7,
no.5, pp 427–449. doi:10.1177/1745691612455204
Fiske, S.T. & Lee, T. L. (2008) Stereotypes and prejudice create workplace discrimination. In
Brief, Arthur P. Diversity at Work. New York: Cambridge University Press. pp. 13–52.

Organizational Behaviour and Management 9
Available at https://books.google.com/books?
hl=en&lr=&id=8edJmBsyRHwC&oi=fnd&pg=PA13
Helge, H., Sheehan M.J. Cooper, C.L. & Einarsen S. (2010) Organisational Effects of Workplace
Bullying in Bullying and Harassment in the Workplace: Developments in Theory, Research, and
Practice. CRC Press pp 512. Available at https://www.crcpress.com/Bullying-and-Harassment-
in-the-Workplace-Developments-in-Theory-Research/Einarsen-Hoel-Zapf-Cooper/p/book/
9781439804896
Hughes, H. P. N., Clegg, C. W., Robinson, M. A., & Crowder, R. M. (2012) Agent-based
modeling and simulation: The potential contribution to organizational psychology. Journal of
Occupational and Organizational Psychology, vol.85, issue no.3, pp 487–502.
doi:10.1111/j.2044-8325.2012.02053.x
Inzlicht, M., Tullett, A.M. & Gutsell, J.N. (2012) Stereotype Threat Spillover: The Short- and
Long-Term Effects of Coping with Threats to Social Identity. In Inzlicht, Michael; Schmader,
Toni. Stereotype Threat: Theory, Process, and Application. New York, NY: Oxford University
Press. p. 108. Available at https://books.google.com/books?id=o1JBcAv3f14C&pg=PA108
Logan, D., King, J. & Fischer-Wright, H. (2009) Tribal Leadership: Leveraging Natural Groups
to Build a Thriving Organization. HarperCollins.
Nier, J.A.; Bajaj, P., McLean, M.C. & Schwartz, E. (2012) Group status, perceptions of agency,
and the correspondence bias: Attributional processes in the formation of stereotypes about high

Organizational Behaviour and Management
10
and low-status groups. Group Processes & Intergroup Relations, vol.16, no.4, pp 1–12.
doi:10.1177/1368430212454925
Robbins, S. P. (2009) Organizational Behavior. Cape Town, Pearson.
Skapinker, M. (2016) Lessons from the Deutsche Bank whistleblower Eric Ben-Artzi: A
corporate culture must allow employees to dissent before they take it outside the company.
Financial Times, Available at https://www.ft.com/content/c5059fd2-6881-11e6-ae5b-
a7cc5dd5a28c [Retrieved on 2016-11-29].
Tilcsik, A. (2011) Pride and Prejudice: Employment Discrimination against Openly Gay Men in
the United States. American Journal of Sociology, vol.117, no.2, pp 586–626.
doi:10.1086/661653
Wagner, J.A., & Hollenbeck, J. R. (2010) Organizational Behavior: Securing competitive
advantage. New York: Routledge.
Xianbo, Z., Bon-Gang, H. & Sui, P.L. (2015) Theories of Organizational Behavior. Enterprise
Risk Management in International Construction Operations pp 85-133. Available at
https://link.springer.com/book/10.1007/978-981-287-549-5