Final Revised Flashcards
Taylorism
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:
- science over rule of thumb
- scientific selection and training
- cooperation over individualism
- equal division of work best suited to management and employees.
believed people intentionally half assed their jobs
The Hawthorne Studies and effect
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
Theory X and Theory Y
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)
Field vs. Lab studies
- Laboratory Experiment
○Provides more control
○Can manipulate variables of interest
○Less realistic - Field Study
○Less control
○More generalizability
○More natural
Predictors and Outcomes (IVs and DVs)
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
Effectiveness vs. Performance
Effectiveness»_space;> Output/Results (efficiency)
Performance»_space;> Observable behaviors (under employee’s control)
Performance are on the job actions an individual takes that are relevant to the organization’s goals.
MVPI
Motives, Values, Preferences Inventory: Measures core values, goals, and interests that determine career satisfaction.
IMPLICATIONS & USE OF THE HOGAN
Strengths
Strong Validity
Good personality prediction (HPI)
Hard to fake/distort results.
CONS
Expensive
Time consuming
HDS
Hogan Development Survey: Measures how people behave when they’re under stress and pressure (hindering)
Second focus of the Hogan
HPI
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.
IMPLICATIONS & USE OF THE MBTI
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
MYERS BRIGGS TYPE INVENTORY (MBTI)
Based of psychological types of carl Jung EXTRAVERSION - INTROVERSION SENSING - INTUITION THINKING OR FEELING JUDGING OR PERCEIVING
Vrooms Vie Model.
Expectancy + Instrumentality + Valence = motivation
Expectancy
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
Instrumentality
Measures the extent to which an individual believes that the manager /organization will deliver the rewards that were promised.
Valence
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)
REGULATORY FOCUS THEORY
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
The Industrial aspect of I/O
Industrial Psychology focuses on measurement of job requirements and individual’s knowledge, skills, ability, and performance so as to match individuals with suitable jobs
The Organizational aspect of I/O
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.
KSAOs and give example
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. )
Performance Management
Systematic process to ensure that employee contributions are congruent with the organization strategy and goals
Why do we use performance management
- Strategy
• Maximize performance to achieve organizational goals
• Are we hitting our targets? - Administrative
• Placement • Wages & Salary
• Promotion • Termination - Organizational Maintenance
• Succession planning
• Workforce planning - Training & Development
• Identify strengths and weaknesses
• Develop the weaknesses - Research & Development (R&D)
• Assessment of the criterion an organization is using for performance metrics
• Critical for documentation and legal protection.
Effectiveness vs. Performance
Effectiveness»_space;> Output/Results (efficiency)
Performance»_space;> Observable behaviors (under employee’s control)
Performance are on the job actions an individual takes that are relevant to the organization’s goals.
What is Organizational Culture?
Culture: A system of learned shared assumptions, values, beliefs, and practices that govern how an institution functions.
Six Dimensions of Climate
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 ?
Why Culture Matters
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
Examining Organization Culture (from concrete to abstract)
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?
Artifacts (Onion)
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?)
Values are the building blocks of Culture (Onion)
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
Basic Assumptions (Onion)
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.
What is Organization Development?
- Changing social systems
- Internal/External forces
- Sudden or gradual
- Systematic application of behavioral science, knowledge, and practice at various levels
Who are OD Practitioners?
Content Expertise
Expertise in Self-as- Instrument
Personal Characteristics
Expert Facilitator
Content Expertise
Expertise in Self-as- Instrument (ODP)
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
Personal Characteristics Expert Facilitator (ODP)
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
Examples of OD Interventions
● Climate Assessments
● Surveys
● Team Training & Development
● Workshops, Workshops, Workshops
