Organizational Psychology

Front 1

what is an organization?

Back 1

- rational coordination of people for a common purpose

- 3 features: social identity, coordination, goal directed

Front 2

organizational theory

Back 2

explain/guide actions regarding people's actions to pursue a goal

Front 3

formal v informal organizations

Back 3

- formal: well defined jobs
- informal: relationships of people

pro: belonging, innovation, checks, authotity, social control

con: role conflict, resistance to change, rumors, group think

Front 4

behavior

Back 4

= heredity, socialization, situation

= personality, situation

Front 5

collective behavior

Back 5

= illogical generalization of believing

contagion: behaviors spread through social collectives

Front 6

social behavior

Back 6

interactions among individuals that is beneficial to 1 or more involved

Front 7

social exchange theory

Back 7

explains how we feel about a relationship

- success proposition (based on reward)

- stimulus (based on experience)

- value (based on outcome)

- deprivation satiation

- distributive justice

Front 8

dependence and barriers

Back 8

- degree to which feel reliant on others for an outcome

- intentional barriers/ feel obligated

- external barriers: pressures

Front 9

group behaviors

Back 9

ways people behave in group situations

=members + organizational behaviors + organizational environment

Front 10

organizational structure

Back 10

=who performs what tasks and how to relate

and process of coordination

- flat v hierarchical

flat: saves money, generalists

hierarchical: bureaucracy, specialists

Front 11

organizational design elements

Back 11

- hierarchy

- specialization

- formalization

- routinization

- training

- culture

- environment

- goals

-size

-technology

Front 12

departmentalization types

Back 12

- functional

- product

- geographic

- process

- customer

Front 13

- key characteristics of work

Back 13

- physical hazards

- cognitive

- psychological demands

- biomechanical

Front 14

good work design

Back 14

-considers business needs and context

- applies along supply chain and operational cycle

- engages decision makers

Front 15

job design techniques

Back 15

- job rotations

- job specialization

- job enhancement

- job enrichment

- job enlargement

- autonomous teams

Front 16

empowerment

Back 16

=employees have ability to make decisions

- structural: aspects of work environment

- felt: perception of autonomy

Front 17

personality

Back 17

- stable

- observable + unconscious

- can be functional or dysfunctional

- cognitive processes + attitudes + motives+ experience = an individual

Front 18

temperament

Back 18

- easily appearing individual differences

- stable

-reactivity

- self regulation

Front 19

5 big personality traits

Back 19

1. extraversion

2. agreeableness

3. conscientiousness

4. neuroticism

5. openness to experience

Front 20

organizational culture

Back 20

= social context of work environment

= values + norms + behaviors + artifacts

Front 21

layers of culture

Back 21

1. artifacts (visible)

2. espoused beliefs/values

3. underlying assumptions

Front 22

hofstade's culture model

Back 22

1. power distance

2. incertainty avoidance

3. individualism/collectivism

4. masculinity/feminity

Front 23

functions of management

Back 23

1. planning

2. organizing

3. staffing

4. controlling

5. directing

6. coordinating

7. reporting

8. budgeting

Front 24

managerial skills

Back 24

top: mostly conceptual and some human resources

middle: equal conceptual, human resources, tech

low: human resources and tech

Front 25

bases of power

Back 25

- referent: followers' liking (commitment)

- expert: perceptions of competence (commitment)

- legitimate: formal status (compliance)

- reward: can incentivize (compliance)

- coercive: capacity to penalize (resistance)

Front 26

types of influence

Back 26

- silent authority: legit power

- assertiviness: legit + coercive

- exchange: negotiate compliance

- coalitions: social identity

- upward appeal

- flattery

- persuasion

- informational control

Front 27

7 leadership competencies

Back 27

1. emotional intelligence

2.integrity

3. drive

4. self confidence

5. leadership motivation

6. intelligence

7. knowledge of the business

Front 28

transactions v transformational leadership

Back 28

transactional: rewards/punishment, short term goals, efficient

transformational: excite followers, long term goals uncertainty

Front 29

leader member exchange theory

Back 29

leaders have limited resources so treat members differently

3 stages: role taking, role making, routinization

Front 30

group classifications

Back 30

formal: designated by organization

informal: appeals in response to need

command: manage/subordinates

task: job task

interest: specific objectives

friendship: share characteristics

Front 31

norm development

Back 31

- forming: leadership and questions

- storming: power struggles and compromise

- norming: reach consensus and solidify commitment

- performing: team awareness

- adjourningL task completion

Front 32

types of planning

Back 32

1. long range: study trends and issues

2. strategic: basic objectives and resource allocation

3. managerial: implement strategic plan

Front 33

decision making models

Back 33

classical: based on economic assumptions

administrative: how managers make decisions

political: nonprogrammed decisions

Front 34

distortions in communication

Back 34

- message encoding

- channel

- symbols

- receiver

- feedback loop

Front 35

barriers to effective interpersonal communication

Back 35

- filtering

- emotions

- information overload

- defensiveness

- national culture

- physical distractions

- mixed messages

- absence of feedback

- status

Front 36

nonverbal communication

Back 36

- inflection

- volume

- rate of speech

- pauses

- physical space

Front 37

organizational communication networks

Back 37

chain: formal CoC

wheel: manager at center

all channel: free flow

Front 38

types of knowledge

Back 38

- explicit: formalized

- tacit: intuitive

- embedded: part of processes

- organizational: amplify knowledge created by individuals

Front 39

5 disciplines of organizational learning

Back 39

1) personal mastery

2) mental models

3) shared vision

4) team learning

5) systems thinking

Front 40

predictions of counterproductive behavior

Back 40

- experience: frustration, lack of autonomy, injustice, job constraints and dissatisfaction

- personality: agreeableness, integrity, anger

- social context: colleague's behavior

Front 41

what makes stress less stressful

Back 41

- predictability

- control

- outlets

- social contact

Front 42

burnout

Back 42

- extinction of motivation

- state of physical and emotional exhaustion

- characterized by helplessness

Front 43

stages of burnout

Back 43

1. idealism

2. pessimism

3. withdrawal

4. detachment

Front 44

job causes of burnout

Back 44

- no down time

- big consequences of failure

-lack of control

- lack of recognition

- poor communication

- insufficient compensation

- poor leadership

Front 45

measurements of organizational effectiviness

Back 45

1. adaptability

2. performance

3. efficiency

Front 46

organizational change options

Back 46

quick fix (big and fast)

tinker (small and fast)

radical (big and slow)

incremental (small and slow)

Front 47

change pyramid

Back 47

tasks -> roles -> structure -> behavior -> culture

(increased level of discomfort)

Front 48

5 strategies for change

Back 48

1. expert (problem solving)

2. educative (hearts/minds)

3. directive (management)

4. negotiation (bargain)

5. participative (get involved)

Front 49

categories of resistance

Back 49

- protestors: make objections known and can be appeased

- zombies: go along without commitment

- saboteurs: openly find fault w new systems

- survivors: accept change and make the best

Front 50

planning cycle

Back 50

plan -> implement -> renew -> assess