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TOS I/O Psych > Module 3: Organizational Concepts > Flashcards

Module 3: Organizational Concepts Flashcards

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1
Q

Social System

A

structuring events or happenings, it has no formal structure, apart from its functioning

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2
Q

What is the social system model sometimes referred to?

A

Sometimes referred to as informal component of an organization

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3
Q

Roles

A

+ expectations of others about appropriate behavior in a specific position
+ Impersonal
+ related to task behaviors
+ difficult to pin down, some people might define your role differently as how you define it or the other way around
+ learned quickly and can produce major behavior changes

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4
Q

Are roles and jobs the same?

A

roles and jobs are not the same, some people have several roles in one job (e.g., Head Manager, also specifically watches the production department, a mother)

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5
Q

What are the concepts under roles?

A
  1. Role Conflict
  2. Role Ambiguity
  3. Role Overload
  4. Role Differentiation
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6
Q

Role Conflict

A

when an individual is faced with incompatible or competing demands

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7
Q

Role Ambiguity

A

uncertainty about the behaviors to be exhibited in a role, or boundaries that define a role

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8
Q

Role Overload

A

when an individual feels overwhelmed from having too many responsibilities

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9
Q

Role Differentiation

A

the extent to which different roles are performed

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10
Q

Norms

A

+ shared group expectations about appropriate behavior
+ Establish the behavior expected of everyone in the group
+ There is “oughtness” or “shouldness”
+ Usually more obvious for behavior judged to be important for the group

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11
Q

What are the main types of norms?

A
  1. Descriptive norms
  2. Injunctive norms
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12
Q

Descriptive norms

A

developed through a process of observation

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13
Q

Injunctive norms

A

developed through a process of conforming to gain social approval

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14
Q

What must be first done with norms?

A

Norm must be first defined and communicated, either explicitly or implicitly

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15
Q

What must a group/organization do with norms?

A

+ The group must be able to monitor behavior and judge whether the norm is being followed
+ Group must be able to reward conformity and punish nonconformity

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16
Q

Organizational Climate

A

+ shared meaning organizational members attach to the events, policies, practices, and procedures they experience and the behaviors they see being rewarded, supported, and expected
+ how things are done within an organization

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17
Q

Organizational Culture

A

+ languages, values, attitudes, beliefs, and customs of an organization
+ complex pattern of variables that, when taken collectively, gives each organization its unique “flavor”

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18
Q

What are the 3 layers of organizational culture?

A
  1. Observable Artifacts
  2. Espoused Values
  3. Basic Assumptions
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19
Q

Observable Artifacts

A

symbols, language, narratives, and practices

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20
Q

Espoused Values

A

values endorsed by the management

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21
Q

Basic Assumptions

A

unobservable and are the core of the org

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22
Q

Organizational Culture Profile

A

organizational reps sort 54 “value statements” describing such things as organizational attitudes toward quality, risk taking, and the respect the organization gives to workers into meaningful categories to provide a descriptive profile of the organization

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23
Q

Organizational Practices Scale

A

designed specifically to measure organizational structure assesses the company’s culture in terms of dimensions such as whether the organization is “process versus result oriented,” etc.

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24
Q

Person-Organization Fit (Person Organization Congruence)

A

+ process of gauging the degree of fit between the two parties is mutual
+ people populating the organization who most define its culture

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25
Q

Downsizing

A

+ decision to cut jobs, one of the most radical and tumultuous ways an organization can change in response to pressures
+ reducing cost
+ reduction-in-force
+ greatest losses come from middle line, technostructure, and support staff

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26
Q

What are the two types of downsizing?

A
  1. Horizontal Cut
  2. Vertical Cut
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27
Q

Horizontal Cut

A

involves the loss of jobs within a department, but the department remains within the organization

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28
Q

Vertical Cut

A

involves elimination of all jobs in the department

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29
Q

Outsourcing

A

company use external employees to perform internal functions which known to be less costly than hiring its own employees to perform these services

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30
Q

Offshoring

A

work performed domestically is exported to cheaper labor markets in overseas countries

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31
Q

Organizational Merger

A

marriage of two organizations of equal status and power

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32
Q

Acquisition

A

procurement of property by another organization

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33
Q

Hostile Takeover

A

dominant organization thus acquires an unwilling partner to enhance its financial status

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34
Q

Parent

A

acquiring organization

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35
Q

Talent

A

organization being acquired

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36
Q

What are the 3 phases of acquisition?

A
  1. Precombination
  2. Combination
  3. Postcombination
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37
Q

Precombination

A

emphasis on financial issues

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38
Q

Combination

A

clash between people as they focus on differences between partners

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39
Q

Postcombination

A

integrating two cultures

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40
Q

Organizational Structure

A

+ arrangement of positions in an organization and the authority and responsibility relationships among them
+ the division of labor as well as patterns of coordination, communication, workflow, and formal power that direct organizational activities

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41
Q

Division of Labor

A

subdivision of work into separate jobs assigned to different people

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42
Q

What does division of labor lead to?

A

Leads to job specialization to increase work efficiency

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43
Q

What does an organization’s ability to divide work depend on?

A

An organization’s ability to divide work among people depends on how well those people can coordinate with each other

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44
Q

What are the coordinating mechanisms in an organization?

A
  1. Informal Communication
  2. Formal Hierarchy
  3. Standardization
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45
Q

Informal Communication

A

sharing information on mutual tasks; forming common mental models to synchronize work activities

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46
Q

Formal Hierarchy

A

assigning legitimate power to individual, who then use this power to direct work processes and allocate resources

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47
Q

Standardization

A

creating routine patterns of behavior or output

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48
Q

Elements of Organizational Structure

A
  1. Chain of Command
  2. Span of Control
  3. Centralization and Decentralization
  4. Formalization
  5. Mechanistic vs. Organic Structure
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49
Q

Traditional Organizational Structure

A

have formally defined roles for their
members, very rule driven, and are stable and resistant to change

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50
Q

Traditional Organizational Concepts

A

a. Bureaucracy
b. Line-Staff Organizational Structure
(Principle)

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51
Q

Nontraditional Organizational Structure

A

+ less formalized work roles and
procedures (organic)
+ generally, have fewer employees and may also occur as a small organization that is a subunit of a larger, more traditionally structured organization

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52
Q

Team Organization

A

workers have defined jobs, not narrowly specialized positions common to traditionally structured organizations, collaborate among workers, and share skills and resources (e.g., group of psychologists working on a single case)

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53
Q

Project Task Force

A

temporary, nontraditional organization of members from different departments or positions within a traditional structure who are assembled to complete a specific job or project (e.g., Avengers)

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54
Q

Matrix Organization

A

structured of both product
and function simultaneously

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55
Q

Tall

A

managers have smaller span of control, longer chain of command, provide a clear, distinct layers with obvious lines of responsibility and control and a clear promotion structure

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56
Q

Flat

A

span of control is larger, fewer management levels, focused on empowering employing rather than adhering to the chain of command by encouraging autonomy and self-direction; common when the task is repetitive and requires minimal supervision

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57
Q

Functional

A

+ divides the organization into departments based on the functions or tasks performed
+ creates job specialists but overly focused on their own department and area of specialization
+ E.g., HR Dept., Executive, Judiciary, Production Dept., Sales

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58
Q

Divisional

A

+ based on type of products or clients
+ can easily expand products or services merely by adding new division but there is a duplication of areas of expertise
+ E.g., LVMH, houses Tiffany & Co., Dior, Fendi, Celine, Givency, Bulgari, Loewe, Louis Vuitton

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59
Q

Centralization

A

the degree to which decision-making authority is concentrated at the top of the organizational hierarchy

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60
Q

Decentralization

A

process of taking the decision-making power out of the hands of the top level and distributing it to lower levels

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61
Q

Formalization

A

the degree to which organizations standardize behavior through rules, procedures, formal training, and related mechanisms

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62
Q

Mechanistic

A

+ Characterized by narrow span of control and high degree of formalization and centralization
+ Have many rules and procedures, limited decision making at lower levels, tall hierarchies of people in specialized roles, and vertical rather than horizontal communication
+ Operate better in rapidly changing environments

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63
Q

Organic

A

+ Operate with a wide span of control, decentralized decision-making, and little formalization
+ Tasks are fluid, adjusting to new situations and organizational needs

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64
Q

Departmentalization

A

+ Specifies how employees
and their activities are grouped together
+ Establishes chain of command
+ Focus people around common mental models or ways of thinking
+ Encourages specific people and work units to coordinate through informal communication

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65
Q

What are the different ways of departmentalization?

A
  1. Simple
  2. Functional
  3. Divisional
  4. Team Based
  5. Matrix
  6. Network
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66
Q

Simple Departmentalization

A

few people minimal hierarchy

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67
Q

Functional Departmentalization

A

organizes employees around specific knowledge or other resources

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68
Q

Divisional Departmentalization

A

group employees around geographic areas, outputs, or clients

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69
Q

Team Based Departmentalization

A

built around self-directed teams that complete an entire piece of work

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70
Q

Matrix Departmentalization

A

overlays two structures to leverage the benefits of both

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71
Q

Network Departmentalization

A

design and build a product or serve a client though an alliance of several organizations

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72
Q

Organizational Development

A

planned, organization-wide effort to increase organizational effectiveness through behavioral science knowledge and technology

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73
Q

What are some characteristics of organizational development?

A

✓ Involve the total organization
✓ Be supported (and initiated) by top management
✓ Entail diagnosis of the organization, as well as implementation plan
✓ Be long-term processes
✓ Focus on changing attitudes, behaviors, and performance of groups/team
✓ Emphasize the importance of goals, objectives, and planning

74
Q

What are some other important things to remember about organizational development?

A

+ Change process through which employees formulate the change that’s required and implement it, often with the assistance of trained consultants
+ Systematic approach for improvement of an organization by analyzing past experience, current business situation, and future objectives

75
Q

What are the instances when organizational development fails?

A

When OD fails, it is often because the characteristics mentioned above has been ignored in favor of superficial changes that have very little impact on the organization’s effectiveness and result in greater stress and lower morale at the company

76
Q

What does Beckhard say about organizational development?

A

“is an effort (1) planned, (2) organization wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge,”

77
Q

What are the two types of organizational development?

A

Planned ahead of time (Revolutionary (abrupt) and Evolutionary (gradual))

78
Q

What does organizational development often involve?

A

Often involves altering the organization’s works structure or influencing workers’ attitudes or behaviors to help the organization to adapt to fluctuating external and internal conditions

79
Q

What are the steps in organizational development?

A
  1. identify significant problems
  2. appropriate interventions are chosen to deal with the problems
  3. implementation
  4. evaluation
80
Q

Who is the change agent in organizational development?

A

OD practitioner

81
Q

Action Research Model

A

+ social problems that needed to be addressed from both methodological and social perspective
+ Cyclical nature
+ Initial research about the organization
+ Results from the research could be the guide for further activities

82
Q

Sensemaking

A

what employees do to gain a better understanding of their workplace

83
Q

What are the characteristics of effective interventions in organizational development?

A

✓ Fit the needs of the organization
✓ Based on the causal knowledge of intended outcomes; and,
✓ Transfer change-management competence to organization members

84
Q

What are examples of effective interventions in organizational development?

A
  1. Survey Feedback
  2. Team Building
  3. Total Quality Management
  4. Gainsharing
  5. Technostructural Interventions
85
Q

Survey Feedback

A

involves systematic collection data, widely used intervention strategy

86
Q

Team Building

A

+ Develop teams or to enhance the effectiveness of the existing teams
+ Combined with other interventions
+ Strongly supported by the members

87
Q

What must be done for team building to be successful?

A

In order to be successful, the members must collaborate and be interdependent

88
Q

Why must team building be initiated?

A

Must be initiated to correct existing problems

89
Q

In what kind of climate is team building implemented in?

A

Implemented in a participative management climate

90
Q

How is performance measured in team building?

A

Performance was measured at the group level

91
Q

Outdoor Experiential Training

A

type of team building; makes use of
outdoors and entails various physical and mental exercises

92
Q

Total Quality Management

A

+ Also known as continuous improvement or quality management
+ Focuses on employee involvement in the control of quality in organizations

93
Q

What must be done in total quality management?

A

1) Senior management must receive training on what TQM is, how it operates, and what their responsibilities are
2) Employees are trained in quality methods such as statistical process control (identifying problems reflective of a low quality product or service)
3) Employees identify not only the areas in which their department or division excels but also deviations (output variation) from quality standards
4) Self-Comparison analysis, whereby the org compares its effectiveness to that competitors that set the benchmark for the industry
5) Rewards are linked to achievement of
intervention goals

94
Q

Gainsharing

A

+ involves paying employees a bonus based on improvements in productivity
+ Link between pay and performance lead to increased employee involvement and job satisfaction

95
Q

Technostructural Interventions

A

focus on the technology and structure of organizations

96
Q

Functional Organizational Design (Technostructural Interventions)

A

most basic, structured according to the various functions of the employees, groups employees to various departments based on their expertise; create job specialist and overly focused on their own department and are of specialization

97
Q

Product-Based Organizational Design
(Divisional Structure)

A

organized based on their product output, allows the managers of a particular division to focus exclusively on that division, creating greater commitment and cohesion within the division; operates as a separate entity

98
Q

Matrix Structure

A

combined function and products structures

99
Q

Reengineering (business process redesign)

A

involves fundamental rethinking and redesign of business processes to improve critical performance as measures by cost, quality, service, and speed

100
Q

Fundamental

A

Examination of what the company does and why

101
Q

Radical

A

Willingness to make crucial and far reaching organizational changes rather than superficial ones

102
Q

Dramatic

A

Making striking performance improvements rather that slight ones

103
Q

Information Technology

A

science of collecting, storing, processing, and transmitting information

104
Q

Positive Psychology

Positive Organizational Development

A

scientific study of the strengths and virtues of individuals and institutions rather than their weaknesses and impairments

105
Q

Appreciative Inquiry

Positive Organizational Development

A

engages employees by focusing on positive messages, the best of what employees have to offer, and the affirmation of past and present strengths and successes

106
Q

Discovery

Positive Organizational Development

A

determine the strengths (research)

107
Q

Dream

Positive Organizational Development

A

information gathered from discovery is analyzed and elaborated upon to arrive at a vision statement or focused intent (brainstorming)

108
Q

Design

Positive Organizational Development

A

designing innovative ways to identify where the organization should be going (planning)

109
Q

Destiny

Positive Organizational Development

A

the design is maintained or sustained in this stage (execution)

110
Q

Organizational Transformation

A

+ any intervention primarily directed toward creating a new vision for an organization and changing its beliefs, purpose, and mission
+ Rigid and fast approach to stabilize or improve the organization by analyzing the current business condition
+ Usually involves the top management only
+ Depends on organizational development
+ Rapid and fast

111
Q

Culture Change

A

alteration of a pattern of beliefs, values, norms, and expectations shared by organizational members

112
Q

Knowledge Management

A

organizations enhance their operations through attempts to generate, transform, disseminate, and use their knowledge

113
Q

Organizational Change

A

process of altering organizations to be more adaptive and congruent with their business environment

114
Q

T-groups

A

sensitivity training, use of unstructured group interaction to help workers gain insight into their motivations and their behavior patterns in dealing with others

115
Q

Power

A

refers to the ability to get an individual or group to do something or change in some way

116
Q

Politics

A

process to achieve power

117
Q

Organizational Politics

A

involves any action taken to influence the behavior of others to reach personal goals

118
Q

Ingratiation

A

increasing one’s personal appeal through such tactics as doing favors, praising, or flattering another

119
Q

Assertiveness

A

making orders or demands

120
Q

Rationality

A

using logic to convince someone

121
Q

Sanction

A

withholding salary, threaten firing someone

122
Q

Exchanges

A

offering something in exchange for another

123
Q

Upward Appeals

A

obtaining the support of superiors

124
Q

Blocking

A

threatening to stop working with the other person

125
Q

Coalition

A

obtaining co-workers’ support of a request

126
Q

Organization Power

A

comes from an individual’s position in the organization and from the control over important organizational resources conveyed by that position

127
Q

Individual Power

A

derived from personal characteristics that are of value to the organization and its members

128
Q

What are the different Power Bases?

A
  1. Coercive Power
  2. Reward Power
  3. Legitimate Power
  4. Expert Power
  5. Referent Power
129
Q

Coercive Power

A

ability to punish or threaten to punish others

130
Q

Reward Power

A

ability to give something positive

131
Q

Legitimate Power

A

formal rights or authority that an individual possesses by virtue of a position in an organization

132
Q

Expert Power

A

possession of some special, work-related knowledge, skill, or expertise

133
Q

Referent Power

A

an individual is respected, admired, and liked by others

134
Q

What are the different types of communication in an organization?

A
  1. Horizontal Communication
  2. Downward Communication
  3. Upward Communication
135
Q

Horizontal Communication

A

aims at linking related tasks, work units and divisions in the organization; among co-workers with the same level or similar hierarchical positions

136
Q

Downward Communication

A

provides information from the higher levels to lower levels

137
Q

Upward Communication

A

serve as a control system for the organization wherein subordinates communicate to the higher levels

138
Q

Organizational Decision Making

A
  1. Setting Organization Goals
  2. Establish Performance Criteria
  3. Classifying and defining the problem
  4. Developing criteria for a successful solution
  5. Generating Alternatives
  6. Comparing Alternatives to criteria
  7. Choosing an alternative
  8. Implementation
  9. Evaluation
139
Q

Types of Individual Behavior

A
  1. Task Performance
  2. Organizational Citizenship Behaviors
  3. Counterproductive Behavior
  4. Joining/Staying with the Organization
  5. Maintaining Attendance
140
Q

Task Performance

A

individual’s voluntary goal- directed behaviors that contribute to organizational objectives

141
Q

What are the different kinds of task performance?

A
  1. Proficient Task Performance
  2. Adaptive Task Performance
  3. Proactive Task Performance
142
Q

Proficient Task Performance

A

refers to performing the work efficiently and accurately

143
Q

Adaptive Task Performance

A

refers to how well employee modify their thoughts and behaviors to align with and support a new or changing environment

144
Q

Proactive Task Performance

A

refers to how well employees take the initiative to anticipate and introduce new work patterns that benefit the organization

145
Q

Organizational Citizenship Behaviors

A

various forms of cooperation and helpfulness to others that support the organization’s social and psychological context

146
Q

Counterproductive Behavior

A

voluntary behaviors that have the potential to directly or indirectly harm the organization or its stakeholders

147
Q

What are the different Perceptual Effects?

A
  1. Halo Effect
  2. False-Consensus Effect (Similar-to-Me Effect)
  3. Primacy Effect
  4. Recency Effect
148
Q

Halo Effect

A

occurs when our general impression
of a person, usually based on prominent
characteristic, distorts our perception of other characteristic of that person

149
Q

When is halo effect most likely to occur?

A

Most likely to occur when important information about the perceived target it missing or we are not sufficiently motivated to search for it

150
Q

False-Consensus Effect (Similar-to-Me Effect)

A

occurs when people overestimate the extent to which others have similar beliefs or behaviors to our own

151
Q

What is true about the false-consensus effect?

A

+ We are comforted by the thought of other people are similar to us
+ We interact more with people who have similar views and behaviors
+ We are more likely to remember information consistent to our own views and selectively screen out information that is contrary to our beliefs

152
Q

Primacy Effect

A

tendency to rely on the first information we receive about people to quick form an opinion of people of them

153
Q

Recency Effect

A

occurs when the most recent information dominates our perception

154
Q

Organizational Commitment

A

the extent to which an employee identifies with and is involved with an organization

155
Q

What are the different types of Organizational Commitment?

A
  1. Affective Commitment
  2. Continuance Commitment
  3. Normative Commitment
156
Q

Affective Commitment

A

the extent to which an employee wants to remain with the organization, cares
about the organization, and is willing to exert effort on its behalf

157
Q

Continuance Commitment

A

the extent to which an employee believes she must remain with the organization due to the time, expense, and effort that
she has already put into it or the difficulty she would have in finding another job

158
Q

Normative Commitment

A

the extent to which an employee feels obligated to the organization and, as a result of this obligation, must remain with the organization

159
Q

Leadership

A

influencing, motivating, and enabling
others to contribute toward the effectiveness and success of the organizations of which they are members

160
Q

How can leaders usually motivate employees?

A

Motivate others through persuasion and other influences tactics

161
Q

What qualities make great leaders?

A

High Openness, Conscientiousness, and Extraversion

162
Q

What kind of people usually become leaders?

A

High Self-Monitors

163
Q

What are the different Motivations to Lead

A
  1. Affective Identity Motivation
  2. Noncalculative Motivation
  3. Social-Normative Conditions
164
Q

Affective Identity Motivation

A

become leaders because they enjoy being in charge and leading others

165
Q

Noncalculative Motivation

A

seeking leadership position that will result to personal gain

166
Q

Social-Normative Conditions

A

becomes leaders out of a sense of duty

167
Q

Leadership Motive Pattern

A

high need for power and a low need for affiliation

168
Q

Person-Oriented leaders

A

acts in warm and supportive manner and show concern for their subordinates

169
Q

What are the characteristics of person-oriented leaders?

A

+ Believe that employees are intrinsically motivated, seek responsibility, are self-
controlled, and do not necessarily dislike work
+ Consult their subordinates before making decisions, praise their work, ask about their families, and etc.
+ Socially withdrawn
+ Appreciate humor
+ Have satisfied employees

170
Q

Task-Oriented Leaders

A

define and structure their own roles and those of their subordinates to attain the group’s formal goals

171
Q

What are the characteristics of a task-oriented leader?

A
  1. See their employees as lazy, extrinsically
    motivated, wanting security, undisciplined
  2. Manage or lead by giving directives, setting goals, and making decisions without consulting their subordinates
  3. Under pressure, they become anxious, defensive, and dominant
  4. Produce humor
  5. Productive employees
172
Q

Team

A

both task- and person-oriented

173
Q

Middle-Of-The-Road

A

moderate amounts of both orientations (person- or task-oriented)

174
Q

Impoverished

A

neither task- nor person-oriented

175
Q

Transactional Leadership

A

consists of many task-oriented behaviors

176
Q

Transformational Leadership

A

focus on changing or transforming the goals, values, ethics, standards, and performance of others

177
Q

What are characteristics of transformational leadership?

A

+ Visionary, charismatic, and inspirational
+ Confident, have need to influence others, and hold a strong attitude that their beliefs and ideas are correct
+ Charisma, intellectual stimulation, individual consideration

178
Q

Shared Leadership

A

exists when employee champion the introduction of new technologies and produces

179
Q

What are characteristics of shared leadership?

A

+ when employee engage in organizational
citizenship behaviors to assist the performance and well-being of co-workers and the overall team
+ flourishes in organizations where formal leaders are willing to delegate power and encourage employees to take initiative and risks without fear of failure

180
Q

Managerial Leadership

A

daily activities that support and guide the performance and well-being of individual employees and the work unit toward current objectives and practices

181
Q

What are the characteristics of managerial leadership?

A

+ Assumes the organization’s objectives are stable and aligned with the external environment
+ Micro-focused

182
Q

Servant Leadership

A

an extension or variation of people-oriented leadership because it defines leadership as serving others

TOS I/O Psych (16 decks)

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