Organizational Psychology

Front 1

What characteristics do great leaders have?

Back 1

1. leadership motivation
2. flexibility
3. focus on morality
4. multiple domains of intelligence

Front 2

What are the methods of leadership development?

Back 2

1. 360 degree feedback
2. networking
3. executive coaching
4. mentoring
5. job assignments
6. action learing

Front 3

Maslow's Need Hierarchy THeory

Back 3

1. physiological
2. safety
3. social
4. esteem
5. self-actualization

Front 4

setting effective goals

Back 4

1. assign specific goals
2. assign difficult but acceptable goals
3. provide feedback

Front 5

how to restore equity?

Back 5

1. avoid underpayment
2. avoid over payment
3. be open and honest with employees

Front 6

expectancy theory

Back 6

1. expectancy-effort to performance
2. instrumentality--performance to reward
3. valence -- the value of the reward

Front 7

structuring jobs to motivate

Back 7

1.job design
2. job enlargement
3. job enrichment

Front 8

techniques for designing jobs that motivate

Back 8

1. combine tasks
2. open feedback channels
3. establish client relationship
4. load jobs vertically

Front 9

5 stage model

Back 9

1. forming
2. storming
3. norming
4. performing
5. adjourning

Front 10

overcoming social loafing

Back 10

1. make performer identifiable
2. tasks more interesting and important
3. reward individuals
4. use punishment treats

Front 11

creating teams and developing

Back 11

1. prework
2. create performance conditions
3. form and build team
4. provide on going assistance

Front 12

potential obstacles for teams

Back 12

1. unwilling to cooperate
2. lack of management support
3. manager's reluctance to relinquish control
4. failure to cooperate between teams

Front 13

develop successful teams

Back 13

1. compensate
2. communicate urgency
3. train in team skills

Front 14

purpose of org. communication

Back 14

1. directing actions
2. build relationships
3. explaining culture
4. generate ideas
5. promote ideals and values

Front 15

nonverbal communication

Back 15

1. mode of dress
2. waiting time
3. seating position
4. body language

Front 16

organizational structure and communication

Back 16

organizational chart--who communicates to whom
reporting relationships-who answers to whom
direct reports - directly answer to higher level

Front 17

downward communication

Back 17

supervisor to subordinates

Front 18

upward

Back 18

subordinates to superior

Front 19

HOW TO FIRE SOMEONE

Back 19

1. document records
2. give advance notice
3. clearly explain
4. be sympathetic
5. in person and private
5. reassure surviving employees

Front 20

hidden pathways

Back 20

old boy's network
snowball effect

Front 21

how to combat rumors

Back 21

refute the rumors
directing people attention to other positive aspects

Front 22

improve communication skills

Back 22

1. use less jargon
2. consistent what you say and do
3. active and attentive listener
4. give and receive feedback
5. enhance relationships
6. use inspirational tactics

Front 23

HURIER

Back 23

hearing
understanding
remembering
interpreting
evaluating
responding

Front 24

McClellands theory of needs

Back 24

non-hierarchical
no set number of needs
different people have different needs
different jobs are for diff people

Front 25

advantages for merit pay for group performance

Back 25

1. rewards people for benefiting the org. so they are motivated and less competitive
2. appeals to esteem needs, social and self-actualization

Front 26

problems for merit pay

Back 26

1. no direct tie between efforts and rewards.instrumentality is low and force is low.
2. external forces which you have no control.
3. little relationship between what you di and your results bc it's deluted

Front 27

advantages of teams

Back 27

variety of skills
commitment to decisions
empowerment
enrichment

Front 28

problems with big groups

Back 28

communication
keeping everyone interested
attention
diffusion of responsibility

Front 29

ow to downplay status to keep communication

Back 29

1. fewer reserve parking spaces
2. same size office
3. first name basis
4. encourage and reward communication

Front 30

types of formal communication networks

Back 30

1. chain of command
2. wheel
3. pinwheel

Front 31

causes of problems with formal communication

Back 31

1. filtering
2. conflicting role demans
3. mom effect
4. status effects
5. time

Front 32

improving communication

Back 32

1. use appropriate data
2. feedback
3. employee surves
4. suggestion systems
5. company newsletter
6. good listener

Front 33

who participates in the grapevine

Back 33

extroverts
wide social support systems

Front 34

decreasing the need for grapevine

Back 34

communicate early and often
be trustworthy and honest

Front 35

minimizing the grapevine

Back 35

open honest communication
topology
be careful who you put where and in what jobs