Io Psych 2

Front 1

Programmed instruction is a type of ____ ____ ____.

Back 1

Individual participative training.
Describe programmed instruction and the target groups.

Hint 1

Self-instruction using booklets, interactive videos, computer programs. Usu. used in programs training many trainees at one time.

Front 2

CAI or CBT stands for

Back 2

Computer assisted (or based) training

Front 3

Simulation training is AKA

Back 3

Vestibule training

Front 4

Vestibule training is AKA

Back 4

Simulation training

Front 5

Training of fighter pilots would probably employ what type of training?

Back 5

Simulation or vestibule training

Front 6

This type of training is typical in Japanese companies.

Back 6

Job rotation

Front 7

Job rotation is a type of ____ ____ ____.

Back 7

Individual participative training.
What is job rotation?

Hint 7

Exposing trainees to different jobs/depts to acquaint them with all facets of the org.

Front 8

How do individual differences interact with training?

Back 8

People are not equal in trainability. Training may not equalize differences in ability; rather it may magnify them.

Front 9

How does self-efficacy interact with training?

Back 9

Impacts success of training. People with low self-efficacy are usu less receptive than those with high self-efficacy.

Front 10

How does motivation interact with training?

Back 10

The higher the motivation, the more that will be learned.

Front 11

These two factors affect motivation toward training:

Back 11

Sense of job involvement
Internal locus of control

Front 12

How can you increase a trainee's motivation?

Back 12

Involve them in decisions about the training program, allow participation in a needs assessment, and give them choice in training courses.

Front 13

Which is better for learning? Massed or spaced practice?

Back 13

Spaced

Front 14

Transfer of training refers to

Back 14

The application of training material to the work setting.

Front 15

These two strategies enhance transfer of training:

Back 15

Overlearning
Identical elements

Front 16

When is overlearning most important?

Back 16

When the learned task is infrequently performed or will be performed under stress.

Front 17

What is meant by identical elements?

Back 17

Elements in a training situation that are similar to the actual work situation.

Front 18

Name and explain three major concepts associated with Super's Life/Career Rainbow

Back 18

Career maturity: ability to master tasks of a given stage
Interaction of life roles with career stages
Expression of self-concept through vocation

Front 19

Krumboltz proposed that people choose careers primarily based on

Back 19

What they've learned through modeling and reinforcement

Front 20

Tiedeman and O'Hara consider career identity devt to be an aspect of ___ ___ ___, which they describe in terms of these stages.

Back 20

Ego identity devt
Erikson's psychosocial stages

Front 21

Tiedeman and O'Hara propose that identity devt involves these two processes

Back 21

Differentiation
Integration

Front 22

How do Tiedeman and O'Hara define differentiation/integration

Back 22

Ability to maintain uniqueness/individuality; ability to become part of a career/social system

Front 23

Tiedeman and O'Hara propose that decision-making involves these two phases

Back 23

Anticipation/preoccupation
Implementation/adjustment

Front 24

What are career anchors?

Back 24

Self-concepts around which occupational decisions are made

Front 25

What are Schein's 8 categories of career anchors?

Back 25

Autonomy/independence
Security/stability
Technical/functional competence
General managerial competence
Entrepreneurial creativity
Service/dedication to a cause
Pure challenge
Lifestyle

Front 26

This approach to management gave way to this approach because of these studies.

Back 26

Scientific management
Human relations
Hawthorne

Front 27

The Hawthorne studies concluded that ____ factors were more important than ____ factors in increasing worker productivity.

Back 27

psychological
physical

Front 28

What did the Hawthorne studies reveal about informal work groups?

Back 28

They were more powerful at dictating norms/standards than management.

Front 29

What is the Hawthorn effect?

Back 29

People change their bexs b/c they're being observed.

Front 30

McGregor renamed scientific management:

Back 30

Theory X

Front 31

McGregor renamed the human relations approach:

Back 31

Theory Y

Front 32

This theory assumes that workers are lazy, have no ambition, no sense of responsibility, and must be coerced and directed.

Back 32

Theory X (Scientific mgmt)

Front 33

This theory assumes that workers are industrious and creative, seek challenges and responsibility, and do not require control/punishment.

Back 33

Theory Y (Human relations approach)

Front 34

The two broad types of leadership theories are:

Back 34

Trait theories
Situational/Contingency theories

Front 35

What is the difference between trait and situational/contingency theories?

Back 35

Trait theories assume that there are identifiable traits associated with effective leaders. Situational/contingency theories assume that the effectiveness of leadership depends on the situation.

Front 36

What traits have meta-analyses of trait theories found to distinguish effective from ineffective leaders?

Back 36

Drive
Motivation to lead (rather than for power)
Honesty/Integrity
Self-confidence
Emotional stability
High cognitive ability
Knowledge of company/industry

Front 37

What leadership styles emerged from trait theories?

Back 37

Authoritarian
Democratic
Laissez faire

Front 38

Employee satisfaction is highest under [authoritarian, democratic, laissez faire] leaders.

Back 38

Democratic

Front 39

Employee productivity is highest under [authoritarian, democratic, laissez faire] leaders.

Back 39

Both authoritarian and democratic

Front 40

High LPC leaders are [task-, relationship-]oriented

Back 40

Relationship

Front 41

Low LPC leaders are [task-, relationship-]oriented

Back 41

Task

Front 42

Low LPC leaders are most effective in [highly favorable, moderately favorable, unfavorable] situations.

Back 42

Highly favorable or unfavorable

Front 43

High LPC leaders are most effective in [highly favorable, moderately favorable, unfavorable] situations.

Back 43

Moderately favorable

Front 44

Vroom & Yetton's Normative Model of leadership looks at:

Back 44

the extent to which leaders allow their subordinates to participate in decision-making

Front 45

These are the styles of leadership outlined by Vroom & Yetton:

Back 45

Autocratic
Consultative
Group decision making w/ leader
Group decision making w/o leader
Autocratic w/ information

Front 46

According to Vroom & Yetton, the most effective style of leadership depends on:

Back 46

The importance of the decision
The degree of acceptance among subordinates
Time required to make a decision

Front 47

Summarize House's Path-Goal Theory

Back 47

Leaders should increase personal payoffs for subordinates and make the paths to the payoffs easier by clarifying and reducing roadblocks

Front 48

These are the leadership styles described by House.

Back 48

Directive
Supportive
Achievement oriented
Participative

Front 49

Summarize Hersey and Blanchard's Situational Leadership Theory

Back 49

Leadership styles should correspond to an employee's readiness to perform a given task.

Front 50

These are the leadership styles described by Hersey & Blanchard

Back 50

Telling
Selling
Participating
Delegating

Front 51

Bernard Bass distinguished between

Back 51

Transactional and transformational leaders

Front 52

Name the five types of power involved in workers' willingness to comply with leader requests

Back 52

Reward
Coercive
Legitimate
Referent
Expert

Front 53

Which of the five types of power involved in workers' willingness to comply with leader requests are based on position?

Back 53

Reward
Coercive
Legitimate

Front 54

Which of the five types of power involved in workers' willingness to comply with leader requests is negatively correlated with satisfaction?

Back 54

Coercive

Front 55

Which of the five types of power involved in workers' willingness to comply with leader requests have the most influence over compliance?

Back 55

Combination of referent and expert (instrumental power)

Front 56

the two most frequently cited approaches to decision-making (and their AKA's) are:

Back 56

Rational-economic model, classical approach

Administrative approach, satisficing style, behavioral approach, Simon's approach

Front 57

How do the rational-economic model and administrative approach differ?

Back 57

R-E model: based on clear problem definition, exploration of all alternatives and consequences of choices, choosing optimal solution
AA: when problems are ambiguous & only partial knowledge is available, the first satisfactory solution is chosen

Front 58

Explain lose-lose, win-lose, & win-win approaches to conflict resolution

Back 58

Lose-lose: compromise
Win-lose: competition/authority
Win-win: collaboration/problem-solving

Front 59

Distributive negotiation involves parties...

Back 59

claiming part of the pie

Front 60

Integrative/principled negotiation involves parties...

Back 60

attempting to enlarge the pie