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IO > Final Revised > Flashcards

Final Revised Flashcards

1
Q

Taylorism

A

One of the founding members, Taylor realized the value of redesigning the work to achieve both higher output for the company and a higher wage for the worker. His principles of Scientific management included:

  1. science over rule of thumb
  2. scientific selection and training
  3. cooperation over individualism
  4. equal division of work best suited to management and employees.

believed people intentionally half assed their jobs

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2
Q

The Hawthorne Studies and effect

A

Workers were significantly more productive when watched, then became unproductive.

A positive change in behavior
that occurs at the onset of an intervention
followed by a gradual decline

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3
Q

Theory X and Theory Y

A

Theory X
Command & Control = Scientific Management
Redesign jobs or structures/change incentives/roles

People are lazy and must be directed

Theory Y
Want to be involved
• Can think for themselves and make
decisions
• Share ownership of tasks
• Will find work more rewarding if given
responsibilities and a variety of tasks
• Have good ideas
• Can engage in some level of self-
management

People want to be involved and want to work, with opportunities present and the ability to move up in industry.

(Assumption 1)

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4
Q

Field vs. Lab studies

A
  1. Laboratory Experiment
    ○Provides more control
    ○Can manipulate variables of interest
    ○Less realistic
  2. Field Study
    ○Less control
    ○More generalizability
    ○More natural
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5
Q

Predictors and Outcomes (IVs and DVs)

A 
Independent
Variable (IV)
• Usually, variable
the experimenter
manipulates
(changes)
• Direct effect on
DV
Dependent
Variable (DV)
• Outcome
variable that the
experimenter
measures
• Affected by the
IV
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6
Q

Effectiveness vs. Performance

A

Effectiveness&raquo_space;> Output/Results (efficiency)

Performance&raquo_space;> Observable behaviors (under employee’s control)

Performance are on the job actions an individual takes that are relevant to the organization’s goals.

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7
Q

MVPI

A

Motives, Values, Preferences Inventory: Measures core values, goals, and interests that determine career satisfaction.

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8
Q

IMPLICATIONS & USE OF THE HOGAN

A

Strengths
Strong Validity

Good personality prediction (HPI)

Hard to fake/distort results.

CONS
Expensive
Time consuming

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9
Q

HDS

A

Hogan Development Survey: Measures how people behave when they’re under stress and pressure (hindering)

Second focus of the Hogan

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10
Q

HPI

A

Human personality Index (bright side)

One of the three focuses of the Hogan.

Used seven scales to measure how people behave when they’re at their best.

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11
Q

IMPLICATIONS & USE OF THE MBTI

A

Strengths
• Self-awareness • Team building

Weaknesses
• Reliability
• Test-retest
• Context matters!
• Validity

What are you actually trying to measure with the MBTI?
• Discrete categories
• Can pigeon-hole team members

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12
Q

MYERS BRIGGS TYPE INVENTORY (MBTI)

A 
Based of psychological types of carl Jung 
EXTRAVERSION - INTROVERSION
SENSING - INTUITION
THINKING OR FEELING
JUDGING OR PERCEIVING
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13
Q

Vrooms Vie Model.

A

Expectancy + Instrumentality + Valence = motivation

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14
Q

Expectancy

A

Measures the person’s confidence in being able to get the results expected. It is a purely subjective measure of an individual’s belief in themselves

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15
Q

Instrumentality

A

Measures the extent to which an individual believes that the manager /organization will deliver the rewards that were promised.

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16
Q

Valence

A

Measures the value a person attaches to a given reward. These can be extrinsic (such as money, promotion, or time off) or intrinsic (such as a sense of achievement)

17
Q

REGULATORY FOCUS THEORY

A

PROMOTION -FOCUS
• Feel happy or satisfied when things go right
• Feel disappointed when things go wrong
• Seek positive feedback and lose steam without it
• Motivated by inspirational stories
• GOAL: Enhances eagerness

PREVENTION-FOCUS
• Feel calm or relaxed when things go right
• Feel worried or anxious when things go wrong
• Uncomfortable with praise but can handle criticism
• Motivated by cautionary tales
• GOAL: Enhances vigilance

18
Q

The Industrial aspect of I/O

A

Industrial Psychology focuses on measurement of job requirements and individual’s knowledge, skills, ability, and performance so as to match individuals with suitable jobs

19
Q

The Organizational aspect of I/O

A

Organizational psychology is more focused on the macro, and looks at theories concerning motivation and work attitudes, group and organizational climate as well as organizational change and development.

20
Q

KSAOs and give example

A 
K = Knowledge: Types of information needed to perform
S = Skills: Proficiencies needed to perform (can be learned, developed, enhanced)
A = Abilities: Enduring attributes that are stable over time (innate)
O = Other: Personal factors needed to perform tasks (personality, interest, motivation, capacities, etc. )
21
Q

Performance Management

A

Systematic process to ensure that employee contributions are congruent with the organization strategy and goals

22
Q

Why do we use performance management

A
  1. Strategy
    • Maximize performance to achieve organizational goals
    • Are we hitting our targets?
  2. Administrative
    • Placement • Wages & Salary
    • Promotion • Termination
  3. Organizational Maintenance
    • Succession planning
    • Workforce planning
  4. Training & Development
    • Identify strengths and weaknesses
    • Develop the weaknesses
  5. Research & Development (R&D)
    • Assessment of the criterion an organization is using for performance metrics
    • Critical for documentation and legal protection.
23
Q

Effectiveness vs. Performance

A

Effectiveness&raquo_space;> Output/Results (efficiency)

Performance&raquo_space;> Observable behaviors (under employee’s control)

Performance are on the job actions an individual takes that are relevant to the organization’s goals.

24
Q

What is Organizational Culture?

A

Culture: A system of learned shared assumptions, values, beliefs, and practices that govern how an institution functions.

25
Q

Six Dimensions of Climate

A

Flexibility
•How resilient, adaptable and open are members to change?

Standards
•How challenging is the work of the group–do members “raise the bar” on performance?

Clarity
•How clear are people about the goals of the team and how much do they understand one another’s roles?

Participation
•How engaged are people on the team? Do all participate in discussions or are meetings dominated by a few?

Recognition
•How much do team members recognize each other’s contributions?

Team Commitment (Intra- group and Intergroup)
• How committed are members to the team and to helping those teams around them? Is there mutual trust ?
26
Q

Why Culture Matters

A 
Shapers of Culture
• Leadership
• Performance Measures
• People practices
• Vision, Mission, Strategy
• External Environment

> > > > This influences

Characteristics of Culture
• Norms
• Symbols
• Philosophy •Values
• Beliefs

> > > > > > Which impacts

  • Behaviors
  • Decisions of a culture.

All of this equals performance

27
Q

Examining Organization Culture (from concrete to abstract)

A

Level 1: Artifacts - How does the place look and feel? How do people act?

Level 2: Norms & Values - Shoulds and should nots.

Level 3: Underlying Beliefs - What makes people tick?

28
Q

Artifacts (Onion)

A

Refer to any tangible element of culture, such as clothing, language, rituals, celebrations, jokes. These elements can be easily recognized by anyone who is not part of the same culture.

Pays attention to:
§ Physicaldesignof workspace
§ Thewaypeopledress
§ Hours/patternsofwork
schedules
§ Fringebenefits
§ Overt behavior of employees (e.g., do people challenge each other openly? Do meetings notoriously start late?)
29
Q

Values are the building blocks of Culture (Onion)

A

Values
• Concepts or beliefs
• Pertain to desirable end states or behaviors
• Transcend situations
• Guide selection or evaluation of behavior and events

Examples from Organizations:
• Teamwork
• Participation
• Commitment or Loyalty
• High Performance
• Acceptance of Authority
• Diversity
• Honesty and Integrity
• Employee Satisfaction
• Recognition for Accomplishment 
• EquitableRewards
30
Q

Basic Assumptions (Onion)

A

deeply embedded, taken- for-granted behaviors which are usually unconscious, but constitute the essence of culture. These assumptions are the essence of culture, and generally are so well integrated into the dynamics of culture as to be difficult to detect by members of the culture.

31
Q

What is Organization Development?

A
  • Changing social systems
  • Internal/External forces
  • Sudden or gradual
  • Systematic application of behavioral science, knowledge, and practice at various levels
32
Q

Who are OD Practitioners?

A

Content Expertise
Expertise in Self-as- Instrument
Personal Characteristics
Expert Facilitator

33
Q

Content Expertise

Expertise in Self-as- Instrument (ODP)

A

Content Expertise
• Understand social systems and how the whole and parts interact
• Ability to conceptualize and offer frameworks and models of how organizations work
• Expertise in change processes
• Knowledge of human behavior, OD tools and interventions

Expertise in Self-as- Instrument
• Self-Awareness
• Recognize ones own feelings and intuitions quickly
• Self-Management 
• Ego
• Impatience
34
Q 
Personal Characteristics
Expert Facilitator (ODP)
A 
Personal Characteristics
• Tolerance of ambiguity
• Sense of humor
• Ability to discover and mobilize human energy
• Influence Skills
• Capacity to learn in public
Expert Facilitator
• Ability to read a group
• Listen well and with empathy
• Ability to support and nurture others
• Capacity for confronting difficult issues
• Ability to teach when necessary
35
Q

Examples of OD Interventions

A

● Climate Assessments
● Surveys
● Team Training & Development
● Workshops, Workshops, Workshops

IO (7 decks)

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