Organizational Psychology

Question 1

Scientific Management

Answer 1

Scientific Management

1. Taylor (1911): applied scientific method to the study of job productivity.
2. time and motion studies: how workers could complete tasks in less time with greater efficiency.
3. scientifically analyzing jobs into component parts and then standardizing those parts
4. scientifically selecting, training, and placing workers in jobs for which they are mentally and physically suited
5. fostering cooperaction between supervisors and workers to minimize deviation from scientific methods of work
6. managers and workers assume responsibility for their share of their work

Question 2

Frederick Taylor

Scientific management

productivity

Answer 2

Taylor

1. workers are motivated primarily by economic self-interest and money was the most effective motivator.
2. advocated for a differential piece-rate system that pays more to those who exceed the standard level of performance.

Question 3

Human Relations Movement

Hawthorne Effect

Answer 3

Human Relations Movement (Hawthorne Effect)

1. Counter to Scientific Management: placed emphasis on worker needs, motives, and relationships.
2. Lead by Elton Mayo at Hawthorne Plant of the Western Electric Co.
   
   1. demonstrated the importance of psychological and social factors.
   2. Productivity increased because of novelty of the experiment, worker interest in the experiment, and special attention workers received as research subjects.
   3. Hawthorne Effect: improvement in job performance resulting from psychological and social factors relating to being in a research study!

Question 4

Hawthorne and Mayo

Answer 4

Hawthorne and Mayo

1. informal work group norms: have significant impact on worker productivity.
2. production above or below the informal norm resulted in social pressure to conform:
   
   1. rate busters: did too much
   2. Chislers: did too little

Question 5

Theory X

Theory Y

Answer 5

1. McGregor distinguished between Theory X and Theory Y managers
2. A managers view of his role depends on the manager’s assumptions about employee characteristics.
   
   1. Theory X: managers believe that employees dislike work and avoid it whenever possible
      
      1. they must be directed and controlled
   2. Theory Y: work as being as natural as play and assume that employees are capable of self-control and self-direction.
      
      1. Y is better for workers and companies.
3. The level of motivation manifested by workers is directly related to the manager’s beliefs!
4. The manager makes the employees X or Y.