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IO notes - Outline review of IO organizational analysis chapters 1-5

Outline review of IO organizational analysis chapters 1-5
Course

Industrial Psychology

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Academic year: 2022/2023
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CHAPTER 1

❖ Organizational behavior - (ob) is the study of  Human behavior in organizational settings  the individual-organization interface  The organization itself. - The importance of organizational behavior  Can clarify how managers manage  Offers specific perspective on management - Organizational behavior and management  Provides a set of insights and tools that managers can use  Managerial activities o Motivating employees o Ensuring employees’ jobs are properly designed o resolving conflicts o evaluating performance o helping workers set goals to achieve rewards - Organizational behavior and the management process  Four basic functions o Planning o Organizing o Leading o Controlling - Organizational behavior and the manager’s job  10 basic managerial roles & 3 categories o Interpersonal roles ▪ Figurehead ▪ Leader ▪ Liaison o Informational roles ▪ Monitor ▪ Disseminator. ▪ Spokesperson o Decision-making roles ▪ Entrepreneur ▪ Disturbance handler ▪ Resource allocator ▪ Negotiator

  • Critical managerial skills  Technical skills  Interpersonal skills  Conceptual skills  Diagnostic skills
    • Contemporary organizational behavior  Basic concepts of the field o Individual processes o Interpersonal processes

o Organizational processes

  • Managing for effectiveness  Individual-level outcomes o Individual behaviors o Individual attitudes and stress  Group- and team-level outcomes  Organization-level outcomes

CHAPTER 2

❖ Globalization and business - Globalization is  The internationalization of business activities  The shift toward an integrated global economy - Cross-cultural differences and similarities  Culture is the set of shared values - 2 primary dimensions  Individualism  Collectivism o Power distance or orientation to authority o Uncertainty avoidance or preference for stability o Masculinity, can be called assertiveness or materialism o Long-term values o Short-term values - Diversity and business  Workforce diversity  Stereotypes  Prejudices - Dimensions of diversity  Primary dimensions of diversity  Secondary dimensions of diversity - Technology and business  Technology refers to the methods used to create products - Manufacturing and service technologies  Manufacturing transforms resources into tangible outcomes  Service organization transforms resources into an intangible output - Ethics and corporate governance  Ethics is a person’s beliefs regarding what is right or wrong - Framing ethical issues  How an organization treats its employees  How employees treat the organization  How employees and the organization treat other economic agents - Ethical issues in corporate governance  Corporate governance is the oversight of a public corporation by its board of directors.

  • The “big five” personality traits  Agreeableness  Conscientiousness  Neuroticism  Extraversion  Openness
  • The myers-briggs framework  Based on the classical work of carl jung  Four general dimensions o Sensing o Intuiting o Judging o Perceiving.
  • Emotional intelligence or eq  Is the extent to which people are self-aware  can manage their emotions  can motivate themselves  express empathy for others  possess social skills.
  • Dimensions  Self-awareness  Managing emotions  Motivating oneself  Empathy  Social skill
  • Other personality traits at work  Locus of control  Self-efficacy  Authoritarianism  Machiavellianism o Is another personality trait o Named after niccolo machiavelli ▪ Wrote the book “the prince” o “machiavellianism” is described as: ▪ Behavior directed at gaining power ▪ Controlling the behavior of others  Self-esteem  Risk propensity
  • Attitudes in organizations  Attitudes are the feeling we have towards work
  • 3 components of attitudes  Cognition  Affect  Intention
  • Cognitive dissonance  Feelings of discomfort in perception of contradicting information
  • Dissonance reduction

 How we deal with feelings of discomfort and tension.

  • Attitude change  New information changes attitudes.  Change when object of the attitude becomes irrelevant
  • Affect and mood in organizations  People who possess positive affectivity are o Upbeat and optimistic o Have an overall sense of well-being o Sees things in a positive light.  People characterized by negative affectivity are o Generally downbeat and pessimistic o See things in a negative way o Seems to be in a bad mood.
  • Perception in organizations  Perception o Is a process of transforming stimuli into meaningful info
  • 2 basic perceptual processes  Selective perception  Stereotyping
  • Types of workplace behavior  Workplace behavior o Directly or indirectly influences organizational effectiveness.  Performance behaviors o Behaviors that the organization expects the individual to display.  Dysfunctional behaviors o Are those that detract from organizational performance. o Absenteeism ▪ Occurs when an individual does not show up for work. o Turnover ▪ Occurs when people quit their jobs.  Organizational citizenship o Individuals behavior who make a positive contribution

CHAPTER 4

❖ Motivation in organizations - The nature of motivation  Motivation is the set of forces that leads people to behave in particular ways. - The importance of motivation  To reach high levels of performance, an employee o Must want to do the job well (motivation) o Must be able to do the job effectively (ability)

 The need for power

  • Learning-based perspectives on motivation  The traditional view: classical conditioning  The contemporary view: learning as a cognitive process
  • Reinforcement theory and learning  4 basic forms of reinforcements o Positive reinforcement o Avoidance, or negative reinforcement o Extinction o Punishment
  • Schedules of reinforcement in organizations  5 basic schedules of reinforcements o Continuous o Fixed-interval o Variable-interval o Fixed-ratio o Variable-ratio

CHAPTER 5

❖ Motivating employee performance through work - Work design in organizations  Job design is how organizations define and structure jobs. - Job specialization  As advocated by scientific management o Can help improve efficiency o Can promote monotony and boredom.  Frederick taylor o Chief proponent of job specialization ▪ Argued that jobs should be scientifically studied - Early alternatives to job specialization  2 alternatives o Job rotation o Job enlargement or horizontal job loading - The job characteristics theory  3 critical psychological states o Experienced meaningfulness of the work o Experienced responsibility for work outcomes o Knowledge of results  5 core job dimensions: o Skill variety o Task identity o Task significance o Autonomy o Feedback - Flexible work arrangements

 Variable work schedules o A compressed work schedule  Extended work schedules  Flexible work schedules o Flexible work schedules or flextime ▪ Give employees more personal control over the hours they work each day.  Job sharing o Two or more part-time employees share one full-time job.  Telecommuting o Gives employees flexibility.

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IO notes - Outline review of IO organizational analysis chapters 1-5

Course: Industrial Psychology

35 Documents
Students shared 35 documents in this course

University: University of San Carlos

Was this document helpful?
CHAPTER 1
❖ Organizational behavior
• (ob) is the study of
Human behavior in organizational settings
the individual-organization interface
The organization itself.
• The importance of organizational behavior
Can clarify how managers manage
Offers specific perspective on management
• Organizational behavior and management
Provides a set of insights and tools that managers can use
Managerial activities
o Motivating employees
o Ensuring employees’ jobs are properly designed
o resolving conflicts
o evaluating performance
o helping workers set goals to achieve rewards
• Organizational behavior and the management process
Four basic functions
o Planning
o Organizing
o Leading
o Controlling
• Organizational behavior and the manager’s job
10 basic managerial roles & 3 categories
o Interpersonal roles
▪ Figurehead
▪ Leader
▪ Liaison
o Informational roles
▪ Monitor
▪ Disseminator.
▪ Spokesperson
o Decision-making roles
▪ Entrepreneur
▪ Disturbance handler
▪ Resource allocator
▪ Negotiator
• Critical managerial skills
Technical skills
Interpersonal skills
Conceptual skills
Diagnostic skills
• Contemporary organizational behavior
Basic concepts of the field
o Individual processes
o Interpersonal processes

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